A ‘Color’ful clutter buster

1500-plus IIPM students placed across the country with 44 bagging international offers

With Akshay ‘Khiladi’ Kumar, agreeing to host the desi version of Fear Factor Extreme with thirteen damsels, there was no way that Indian audiences could resist keeping their eyes off it! Khatron Ke Khiladi along with other differentiated content like Jai Shri Krishna and Balika Vadhu marked the entry of Viacom’s new GEC – Colors. The Indian audience, which just about had enough of kitchen politics, song & dance-based reality shows and were fed up with the laughter challenges of the world, welcomed this fresh wave of content that this channel offered. Colors instantly bagged the number three spot in the GEC race and is still going strong (last few weeks, it’s at No.2). With new serials like Dancing Queens up its alley, this one plans to continue its upward stride. But fame is fickle. Stalwarts Zee and Sony will not sit idle for long...

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Real world is not the place that an online player like Info Edge would want to be in at the moment...

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But this ‘virtual entity’ isn’t without its share of recessionary headaches either, writes Neha Sariaya...

What does the term ‘garage’ got to do with every successful entrepreneurship venture? Internationally of course, you’d have heard of names galore who made their mark in their home garage, but in India? Well, wonderfully, here too, the situation is no different! You’ll get the drift of our argument when you finish this paragraph... When you are born to succeed as an entrepreneur, you learn a thousand ways to achieve your ends, or rather start your golden journey. And Sanjeev Bikhchandani, MD and CEO, Info Edge (India) Ltd. certainly had a few of those tricks up his sleeves. And what degree of solidarity in vision are we talking about? When dotcom startups fell all around like nine pins during the turn of the millenium, Sanjeev’s virtual brainchild held its spot tight, and grew with every passing year. Of course there were the hiccups, but fighting his way to make the most of opportunities was much that he learnt having started operations in the servant quarter above his garage paying Rs.800 as monthly rent in 1990 (Hey! Wait! Did you miss that one? He started operations in the servant quarter above his ‘garage’!)

It is 2008, and his once small dotcom startup can boast of current assets of Rs.646.6 million (as on March 31, 2008). So what was the first to-market mode that the company followed? “We used to take job ads and make direct calls to our clients just like direct selling of a product. It was then a small company with a few people working for it. After we took funding the first thing we did was to move to a new office and started off different teams for different functions like marketing, technology etc,” reminisces Hitesh Oberoi, Whole time Director & Chief Operating Officer, Info Edge. As far as expansion to frontiers beyond was concerned, Oberoi adds, “We expanded to other cities beyond Delhi, and also enhanced our offerings and changed our prices.” Today, when you measure the brand awareness quotient of the company’s first online portal, naukri.com, to the blooming of many others under its umbrella such as Jeevansaathi.com, 99acres.com, Quadrangle.com, Brijj.com and the latest being Shiksha.com, one can safely conclude that it has been quite a journey. Even Ankit Kedia, Analyst, Centrum Broking, agreeingly voices out, “They enjoy the first mover advantage till date. The company has a brand name and a large circulation. Thus they enjoy the biggest pool of resources...” And the proof of dominance? Today, naukri.com has been able to retain its no.1 spot and has witnessed a growth rate of about 56% over the years with a market share of 50% followed by competitors like Monster.com and Timesjobs.com which accounted for about 35% and 15% of the online job application marketpie during 2008.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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India Inc. is apparently sitting on a goldmine

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Well, this may be true for a few companies in the emerging markets, but businesses and industries in the global north (US, UK et al) are willingly avoiding infrastructural changes. And why is that? Here comes the Kwai river bridge. For polluting companies, interestingly, it is cheaper to buy carbon credits than to invest in environment protecting and technologically advanced machinery or in related innovation. Think about the hilarious situation. While as near as in July 2008, a unit of carbon credit was trading at above €33, currently, the same unit is languishing at €16. That basically means that companies belonging to developed economies, that have huge amounts of spare cash (more so as they refused to invest all along in greener technology) can buy even surplus carbon credits in the currently underpriced market for future indiscretions. Such companies might have the audacity to become bigger polluters in the future (based on the bank that they are creating of purchased carbon credits) or might have the temerity to even sell these surplus credits, once their per unit price appreciates, to book magnanimous profits.

It is but apparent that the enormous amounts generated by the so-termed Kyoto style trading has benefited the biggest industrial polluters the most, both in the past (when carbon credits purchase was just basically a licence to forego green investments) and in the future (when they’ll easily be able to forecast how much bigger their emission can be). But having said that, the fact is that all this gives no reason why India should not benefit from such an easily available source of foreign exchange.

India Inc. is apparently sitting on a goldmine. And why India is falling behind China in numbers is not because the companies have opened their eyes to the pitfalls in the carbon trading market. It is simply because of the general lack of awareness that India Inc. has been somehow losing on the opportunities to monetize carbon credits. For starters, ask yourself. If you’re a top manager in any company, do you even have an idea where exactly to register to start carbon trading? Do you even know how, say, non-manufacturing entities can also register and earn millions in carbon trading? If your answers are close to being negative, don’t be surprised, as a majority of India’s CEOs fail to pass muster and the test too. KPMG confirms in their November 2007 report (Climate Change: Is India Inc. Prepared?) that only a measly 21% of top CEOs in India had taken steps to mark out their ‘carbon footprint’.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
Why Study Abroad When IIPM Gives You 3 global Advantages!