IIPM BBA College

Sunday, March 10, 2013

It has Led to no Visible Improvement

A 15-Point Plan has been in Place for Decades for the Uplift of Muslims but it has Led to no Visible Improvement in The Community's Lot

He adds: “The Union government decided last year that the Centre would pay salaries of Urdu teachers in minority-concentrated areas. An order on this was to be issued by state governments. But, no where except Maharashtra this has been done.”

In 1980, a high-level committee was constituted by the Union government under the Chairmanship of Dr Gopal Singh. Based on the committe’s findings, a 15-point programme was launched in 1983 to hasten the socio-economic development of the minorities.

In its early stages, the focus was on communal riots, representation of minorities in services and ensuring the flow of benefits to the targeted groups. In 2005, this programme was revised. On June 22, 2006, the revamped plan was approved by the Union Cabinet. The emphasis was now on education, modernising madarsa learning, healthcare facilities and recruitment of minorities in the services.

But five years on, little has changed for the minorities. Most initiatives taken under the programme have at best been symbolic in nature.

One of the agendas at the Delhi government’s last Cabinet meeting was “Action taken/proposed to be taken by various departments... with regard to implementation of Prime Minister’s New 15-point programme...”

B&E accessed a copy of the Cabinet note. It revealed that the Delhi government has done virtually nothing for the minorities in the field of education with regard to points 2 and 3 of the 15-point programme – improving access to school education and modernising madarsa education.

The note states, “The Directorate of Education, government of NCT of Delhi has informed that 10 additional classrooms have been constructed in Buland Masjid School, Shastri Nagar, District North-East, 14 classrooms (Nand Nagri-04, Chauhan Bangar-06 and Seelampur-04) have been constructed in MCD schools. It was further informed that four classrooms are under construction in Rouse Avenue, District-Central, New Delhi. It is proposed to open Kasturba Gandhi Balika Vidaylaya in a rented building in Mustafabad, District-North-East”.

The Cabinet note is completely silent on modernisation of madarsa education. Another point of the programme is greater resources for teaching Urdu. With regard to this point, the Cabinet note states, “It was also informed that nine posts of PMT and six posts of TGT in Urdu are vacant. These posts have not been filled in spite of a request to Urdu Academy.”

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Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Wednesday, March 6, 2013

“Competition between IIMs is Very Healthy and Positive”

Dr. Devi Singh, Director, IIM Lucknow talks to Ashutosh Harbola of B&E about his stint at IIMs and his views on the evolving role of management Education for the Country

B&E: How challenging is it for an IIM to sustain in a city like Lucknow, which is relatively low on industry interface?
Dr. Devi Singh (DS): In these years, we have seen a widespread change in the work areas and new places, which have become a hub for employment. Lucknow is not too behind; it has been in the transformation phase and I believe that Lucknow has all the potential to become big like Bangalore, Hyderabad, Chandigarh and others. It is a good city with decent infrastructure, but due to less development, there is currently low investment and less industrialisation.

B&E: What global expectations do you foresee for the institute with the current state of the world economy?
DS: Expectations are huge and keep changing every time. At times, you may get some concessions due to the place where you are but you still have to compete for excellence at all levels – be it faculty, students, placement et al. The society has a lot of hopes from management institutes, which never get completely satisfied. So we need to always find solutions by searching for new areas and sectors for growth.

B&E: How intense is the competition when it comes to competing with the other IIM’s?
DS: Amongst the IIMs, the competition is very healthy and positive. We work together and have a lot of synergy. We share placements and the market knows where to go. The market has been very positive and responsive and therefore there are no issues for IIM Lucknow. The real competition is not about placements but how you place yourself in the society and create a meaningful presence in the global arena.

B&E: IIM Lucknow is the first IIM, which extended its roots from just one campus to the other one in Noida. Do you have any plans to move to the international space?
DS: Yes, I would surely like to go beyond India, but for now, it’s not a necessity. The concept of having multiple campuses like the one in Noida came for attracting the best faculty, greater exposure for growth, and having a better presence.

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Sunday, March 3, 2013

ICICI Prudential AMC talks about the need to educate investors

Nipun Kaushal, Head – Marketing, ICICI Prudential AMC talks about the need to educate investors

Any media vehicle you will be using extensively in the future?
The advertising campaign objective determines the media plan. We look at a multi-media approach to reach our investors effectively. For instance, we look at TV and print to emphasize on product specifics, reach out to smaller cities and get maximum eyeballs. Outdoor is utilised to leverage exposure and presence. Going forward, digital as a medium (though not fully utilised yet) will form an important & integral part of our strategy, given its increasing reach & relevance.

How are you planning to educate people on financial planning?
We believe that category awareness and facilitating financial literacy is crucial to increase MF penetration while benefiting investors. We constantly interact with investors directly through various forums like investor camps, financial literacy drives, et al. For instance, on the tax side we organised roadshows wherein canters with messages about tax awareness were stationed near distributor offices. The objective was visibility and lead generation with due involvement from distributors. The activity helped create a lot of buzz along with increasing awareness amongst investors. This apart, communication through the media by information articles have been regularly initiated. In near future, we plan to do Adverts, custom contact point programmes and distributor meets and also carry out some awareness programmes online.

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Thursday, February 7, 2013

Put soothing balm on the wounds of the Kashmiri people

That’s what Faisal Shah, the topper of this year’s civil services examinations wants to be. A qualified doctor, he wants to put soothing balm on the wounds of the Kashmiri people, albeit in the garb of a bureaucrat. So he tells Haroon Reshi

Merely a couple of days after the killing of his father, Faisal appeared for the MBBS entrance…and cracked it! He did his MBBS from Srinagar’s Sher-i-Kashmir Medical College. “But I was not satisfied with that achievement. My aim was to become either an IAS or an IPS officer. I think that I could not have helped the masses of my conflict-ridden state just as a doctor,” he says.

Faisal was 19 when his father, Ghulam Rasool Shah, a school teacher, was killed by militants in 2002 at his ancestral home in Sogam village, more than 90 km away from Srinagar. “Will you believe that many things that my father taught me in 7th grade came handy in these exams,” asks a visibly elated Faisal. “My father was a visionary. Whatever I achieved today is because of his guidance. I feel sad that today he is not around,” he adds.

Faisal’s younger brother Shah Nawaz is also a doctor and his younger sister Talat Shah is a library assistant. Faisal, who is a great fan of noted poet Dr Allama Iqbal, knows many languages including Urdu, Persian and Arabic. He had taken up Urdu and Public Administration as subjects for the IAS examinations. “Urdu is my passion. I love this language,” he says. The topper believes that his achievement would inspire many youngsters studying in Urdu-medium schools. “I have proven that students of Urdu-medium schools too have great potential and can get through any competitive examination.”

It is a common perception in Kashmir that Muslims of the state are being discriminated against, especially in the civil services examination, so as to keep them away from the administration. But Faisal’s success disproves the opinion. “No one is discriminated against. It is a wrong perception. We ourselves are responsible for not participating in such examinations with full preparedness,” says the civil services topper.

Besides Faisal, three other Kashmiri boys— Showkat Ahmed Parray, a resident of Wizar village in Baramulla district, Mir Umair from Badgam district and Raees Bhat, a resident of Anantnag district, have passed the civil services examinations this year.

The last Kashmiri to have qualified for the IAS was Asghar Hassan Samoon who achieved the feat some 16 years ago. In 1981, Khursheed Ganai from Kashmir stood second in the civil services exam — the highest rank for anybody from J&K till Faisal’s results came. Currently, Ganai is the principal secretary to chief minister Omar Abdullah.

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Wednesday, February 6, 2013

K. R. KIM

The Vice Chairman & CEO, Videocon Industries (formerly LG India head), takes a break from company matters and talks to B&E’s Deputy Editor Virat Bahri, on his unique perspectives of how India and Korea can help each other achieve their objectives

B&E: You have been in India for the past 12 years. What is your view of the Indian economy’s transition and also about its future?
KRK: For the next 30 years, India and China will play a big role; be it politically or economically. The challenge for China in the next 30 years will be how they can improve the political situation and how they can convert to a democratic country in a gradual and stable way and in a peaceful manner. For India, the challenge in the next 30 years will be how India can maintain a 8-9% GDP growth to get out of poverty. Which is easier? India’s challenge to grow continuously by 8-9% will be easier than China’s democratic transition. Political change is much more difficult. India did a good job post independence to maintain a democratic system; not a 100% perfect system, but who is perfect? India has a good foundation in its political system. Now it is the time for India to grow.

B&E: What are the similarities and differences between India and Korea as markets?
KRK: All three countries (China, Korea and Japan) are built on military culture and discipline. Even the weather is very different. Winter is very cold in Korea. Climate also changes the people’s mindset. India is a semi-tropical area where most areas have very less winter. It means an easy life; and is good for philosophy! On the other hand, the key similarity is the mindset of being Asian. In Asian countries, basic philosophy is Buddhism. Hinduism and Buddhism are 90% similar. So philosophically they have a common ground.

B&E: India and Korea have signed a historic free trade agreement. How can the two countries leverage on each other’s strengths?
KRK: If you see Korea and India, what Korea did in the last 30 years was hard culture development – manufacturing, discipline, product oriented. Korea improved a lot over the last 30 years. During the Korean war, Korea received aid from India. After that, Korea developed economically and did a good job of developing what I call hard culture. India developed soft culture in the last 30 years – democracy, software, content oriented. Now it’s time for Korea to inculcate India’s soft culture and India has to inculcate more of Korea’s hard culture. We cannot classify everything in that way, but this is to simplify the discussion. Without soft culture, Korea cannot become a high income country. Korea wants to go to around $40,000 income levels. But without improving the soft culture including the political situation and having flexible mindsets and software and content orientation, this cannot happen.

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Tuesday, February 5, 2013

US BANKING: DEBT HANGOVER

Having paid a price for their ‘irrational exuberance’, economies in general, and financial institutions in specific are suffering from a hangover of their own mistakes, says B&E’s Gyanendra Kumar Kashyap

It’s true that S&P 500 Index’s 64% jump since March 2009 has made investors richer by restoring $5.4 trillion to their wealth, but the figures are not proof of growth problems to come. The fact that the treasury has recovered two-thirds of TARP investments as well as $17 billion by means of dividends & warrants is certainly good news. But at the same time, both Fed Chairman, Ben Bernanke and his Treasury Secretary, Timothy Geithner should keep in mind the downside of the stimulus binge, while rejoicing over the fact that the May 2009 stress test results have helped financial institutions raise over $140 billion in high quality capital & over $60 billion in non-guaranteed unsecured debt (and hence the repayment). Such bailout bursts pump up growth initially, but the macroeconomic hangovers can carry on.

Even assuming some budget trimming, the IMF expects government debt in advanced G20 economies to reach 118% of their combined GDP by 2014, up from 78.2% in 2007 (just before the economic crisis). For the Japanese economy (whose deflationary hangover is world-renowned) the public debt is forecasted to exceed 110% of GDP in net terms in 2010, and will represent 225% of GDP in gross terms. Getting to a more sustainable 60% level will involve raising taxes & cutting services. And here lies the greatest problem.

In an environment where debt is large and growing, low interest rates are preferred by nearly everyone: the government, bankers and... everyone. The desire for low interest rates will put incredible pressure on the Fed and the central banks across the world to keep rates low. Raising taxes to reduce debt may delay the recovery process, while trimming spending will in all probability erode the safety net and damage competitiveness in the long run. Apparently, the road to repairing balance sheets is likely to be a long and winding for both the economy and the financial system.

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Sunday, February 3, 2013

Drink Up!

They were Pepsi’s 5 years of fame

Warren Buffet. It’s the name that markets would swear by to the death. And a name that Coca Cola loves to have on its list of investors. That should end the debate, right? But 2000 was the year when Coca Cola faced a not-so-Warren-Buffet moment. It was the time when both Pepsi and Coca Cola were struggling hard for a prized catch – US-based Quaker Foods, owner of Gatorade, the world’s most popular energy drink brand. The then Chairman and CEO Douglas Daft was not being ‘daft’ when he suggested that Coca Cola must do whatever possible to acquire Quaker, but Warren Buffet vetoed Daft’s proposal. Result: Quaker went to Pepsi. Then began a most dramatic turnaround unprecedented in the history of the long drawn Pepsi-Coke war. In year 2000, Pepsi was languishing with its Mcap at 1/3rd of Coca-Cola’s.

The situation changed in late 2005 to the extent that Pepsi overtook Coke in terms of market cap for the first time ever. The key to this turnaround lay in Pepsi’s more successful diversification strategy, of which Quaker was an important part. Pepsi stole the march from Coca Cola in terms of moving away from soft drinks into other territories. This was apt as the Carbonated Soft Drinks (CSD) sector is declining, primarily due to health concerns. In 2008, CSD case volume declined by around 3% yoy (Beverage Digest) to touch 9.6 billion 192-oz cases. Pepsi prepared itself well for the changing times, but Coca Cola was found wanting on that front.

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