Thursday, December 14, 2006

Smooth operators &engine accelerators

Automobile business has become its sole identity!

Hyundai means ‘modernity’ and what more successful in the modern times than marking an eye-popping $57.4 billion in sales and $2.2 billion in profits during 2005 alone? Started by a band of brothers, this huge car manufacturing titan was just a small part of a bigger Hyundai group. But just as growth has been with it from its inception, family feuds have not left it alone too! It all started with founding of the Hyundai Engineering and Construction Co. in 1947 and the subsequent introduction of the automotive division (named Hyundai Motor Co.) in 1967 by Chung Ju-yung and his seven brothers. In 1980 the brothers ended their bitter relationships with a division of assets and Chung Ju-yung was left with the automotive division. Since then the company has never looked back. The company’s first car model – Cortina – was released in co-operation with Ford Motors, but the first hit from its stable was ‘Pony’, that was designed on Mitsubishi’s technology platform in 1975. The year 1986 saw the chaebol successfully enter the US market and in 1988, it also became technologically independent. A father of eight sons, he appointed Chung Mongkoo as his successor in 1999. Luckily, despite there being no signs of love amongst the brother, the company never had to bear the brunt unlike many other business families. Sadly, despite displaying shrewdness in strategic decision-making, Chun Mong-koo was indicted on April 28, 2006 for charges of embezzling $106 million. He was bailed out in July 2006 and is currently carrying on his duties of leading the company. And despite Hyundai ensuring that the world enjoys a smoother ride, the question is, “will it?”
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Friday, October 27, 2006

Rakesh Roshan’s Filmkraft Production: Krrish...

While Rs.10 may seem to be a small barter for owning the latest chartbuster ringtone, it’s a major revenue source for the producers. Out of every application downloaded, the producer gets 50-75% of the share. And a movie on an average clocks over half a million ringtone downloads. “Since mobile content has become such a huge hit, producers are now upping their shares,” adds Rajiv. Considering that India’s mobile density is increasing by the day and is now penetrating the smaller cities, the Bollywood clout on mobiles is just going to grow. In-film advertising has been another major revenue generator, as exemplified by the immensely successful Krrish from Rakesh Roshan’s Filmkraft Productions. Apart from merchandise (masks & toys), which became a rage among the kids, Krrish has made quite some money through the ‘in film’ product placement route – Bournvita, Lays, Tide, Halls, Singapore and Star TV figure prominently in the movie. For complete information on IIPM Articles, please click here... , Also visit: Arindam Chaudhuri Initiative

Source: B&E and IIPM Publications

Thursday, October 12, 2006

How can a low-level employee initiate change...

Que: How can a low-level employee initiate change in an organization that has stuck with the status quo for a long time? (Name withheld, Nairobi, Kenya)

Ans: You can’t. Or, 99% of the time, you can get killed trying. Look, most organizations these days understand the need for continual change. They know that if they don’t constantly improve the way they do things, they will be lost in the competitive dust. They also know that people generally resist change and must be goaded into it by a passionate change agent with a loud rallying cry. But it’s rare for companies to want that rallying cry to come from the mouth from a junior player without dirt under his nails and sweat on his brow. Which is why at most companies, change initiatives are led from the top, or at the very least, by middle managers who have earned their stripes with years of great results. So if you want to change your organization, follow their lead. As an individual contributor, don’t just deliver – over-deliver.

Do what is expected of you, and more. Work hard to make your boss smarter and her life easier and your whole team’s performance look better than ever. It may take time, but eventually, you’ll be rewarded with a team of your own. You can then make it a model for the kind of change you imagine for the company. And if that effort succeeds, eventually you will win the respect, authority and higher-level positions you need to initiate the wide-scale change campaign you desire. If our “work-and-wait” answer leaves you frustrated, then perhaps you need to move on. Next time, though, join a company you love as it is, not the one you want to make over, especially from the bottom up. For complete information on IIPM Articles, please click here...

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Source: IIPM Editorial and B&E

Thursday, October 05, 2006

A DIY guide to know thyself

Productivity levels down at work? Here’s your chance to bust that stress!

“Is this what you wanted to achieve in your career?” Jenny was probing into Ravi’s situation. “Not exactly,” said Ravi. Jenny immediately asked: “Do you feel that while in your current job; you will be able to achieve your career objectives?” “Well, no,” said Ravi, getting into a detailed explanation: “But that’s not it, there are a whole range of issues related to my career and life that I have to manage, and so I’m hanging on here,” a visibly harassed Ravi added. Ravi has been under tremendous stress personally, and it’s been affecting both, his work and personal life. Before he broke down, he found it necessary to seek professional help, and met Jenny, an executive coach, who finally managed to goad him out of his life career crisis. Like Ravi, most working professionals, at some point or the other, face similar situations, but very few acknowledge them. The problem raises a few valid questions about how aware are today’s professionals about themselves, and how much control do they have over their personal and professional lives.

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Saturday, September 23, 2006

The brewing storm!

It was his elder brother who dealt him the first of his raw deals, when the Ambani empire split last year, after a long public showing of the cracks within the family. While Mukesh cornered the more established and mature parts of the empire viz. oil and petrochemicals, what came in the younger scion’s kitty were the emerging businesses of Reliance viz. Reliance Communications Limited (RCL), Reliance Natural Resources Limited (RNRL), Reliance Energy Ventures Limited (REL) and Reliance Capital Ventures Limited, all of which needed careful nurturing to bloom into prospective powerhouses, befitting the Ambani name. Next came more hiccups about usage of the Reliance name & logo – and this time the junior Ambani deprived himself again of the legendary Ambani legacy and went ahead to coin a different logo and brand image for himself. So the Reliance Anil Dhirubhai Ambani Group (ADAG) was born with its bold red & blue logo. According to Sanjay Behl, Head (Branding), Reliance Communications, “A new identity was very much required after the demerger as there are separate entities now.

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Friday, September 15, 2006

Research on Global Projects... (IIPM B&E Article)

Recently, a group of senior lawyers and business executives gathered for the General Counsels’ Roundtable at Stanford University under the aegis of the Collaboratory for Research on Global Projects to analyze the legal issues raised by a decade’s worth of failed and distressed projects in emerging markets. One outcome of that meeting was the promising, although still not widely accepted, idea that contracts can be redesigned as “living, breathing” frameworks for ongoing negotiation, yet still fix terms solidly enough that parties can obtain necessary financing and operate with acceptable levels of certainty. As one general counsel noted, “Businesspeople want to know: If this thing goes all screwy, what’s my safety net? What guarantees do I have? What is the very worst it can be?” To address conflicting needs for flexibility and predictability, the group proposed two alternatives for improving project outcomes. The first involves the creation of a “governance model” to better align the economic interests of public and private parties through co-ownership and co-governance of the project company, as is now popular in so-called public-private partnerships.

For complete IIPM Research & Publication Article, please click here...

Editor: Arindam Chaudhuri

Source: IIPM Publication

Tuesday, September 12, 2006

Puerile Israel (IIPM Editorial)

Bleeding the Palestinians through a thousand cuts...

In the ensuing battle zone of West Asia, the dilapidated economy and gradual emasculation of the Palestinian State by the strong arm tactics of Israel are least discussed and oft en ignored. Imposition of curfews and closures in the whole of West Bank and Gaza Strip has had the most crippling effects on the Palestinian economy. It is estimated that on each day of closure, the Palestinian economy loses about $8.45 million, totaling up to $336 million in the last year alone. This estimate does not include the loss to the physical infrastructure and human lives. Unemployment in Palestine is slated to increase from 23% in 2005 to 39% in 2006. Also, the UN estimates poverty will shoot up from 44% in 2005 to 67% in 2006. Even support funds from Israel (in the form of tax receipts), US, UN, EU and Russia were cutoff after Hamas emerged victorious in the 2006 elections. The Palestinian authorities are now facing a cash deficit totaling $1 billion a year, which has forced it to postpone all salary payments to its employees. The world has to lift this blockade; Palestine is no Iraq, and Hamas no Saddam Hussein...

For complete IIPM Research & Publication Article, please click here...

Editor: Arindam Chaudhuri; Source: IIPM Publication