And you thought it was just an ‘underdog’?

When IIPM comes to education, never compromise

With premiums worth Rs.912 crores and with a noteworthy count of 4,50,917 policies in its pocket, Reliance Life Insurance Limited aptly finds a place in our list. Born in the stable of Reliance Money, this insurance company is considered to be amongst the top private players in the Indian life insurance platform. But of late, the company seems to have gained greater aggression in deploying its strategies to gain a better grip over the market and to make life tougher for its competitors.

As disclosed recently, the company plans a huge expansion worth Rs.1000-1200 crores over the next couple of years. The company also has plans to open 400 more branch offices pan-India, adding to its existing kitty of 340 branches. The company is also trying to carve a niche for itself by offering innovative products. Express Life, the recent launch of the company focuses on providing instant coverage to its customers by circumventing all the paperwork and hassles that come free with a life insurance coverage. The product promises to offer coverage within three days of submission of the application form, something which sounds new and surely is new on the Indian sub-continent. This express service is considered to be most innovative and will surely change the buying and selling dynamics in the Indian insurance sector. As put forth by P. Nandagopal, CEO, Reliance Life Insurance, “This is the first-of-its-kind initiative in the sector. It would offer life insurance cover almost instantly to customers, without the hassles of a long waiting period, follow-ups and medical check-ups.” To garner greater market share, it is focusing on improving its distribution network and is also working towards an increased presence in rural and semi-urban India. Having set a target of selling a million policies during 2007-08 alone, one thing has become clear – this one’s not an underdog!

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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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Of the people, by the people & for the people

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On what makes Ashok Leyland a deserving winner of the ‘Employer of Choice Award 2007’ for the manufacturing sector instituted by CNBC-TV18.Fighting the ‘war for talent’ and making the right HR decisions is what sets the company apart from the herd. Excerpts from the interview...

What are the main initiatives taken up by the company till date that makes it an employer of choice?

We have built a young technical talent pool by inducting around 350 engineers annually. Ashok Leyland is considered as a Day One recruiter in the top engineering colleges. In contrast to the industry, Ashok Leyland sees an annual turnover of only 1.5% of high potential personnel, thanks to an enabling, performance oriented culture. It has been further enhanced by the creation of the Young Executives (YEs) Forum for addressing aspirations of the 42% of Ashok Leyland’s executives below 35 years of age. The YEs forum is a platform to showcase their talent and innovative ideas. Another index of the changing climate is the very open, energetic and effective ‘bottom-up’ communication that occurs within the Company through a variety of channels- from the annual communication meetings where the top management interacts with employees in groups, to ‘soapbox’, an employee’s direct channel to the Managing Director.

The company has also initiated several employee engagement programmes like Improve – a company-wide employee project contest, BITES (Breaking thresholds by Involving Total Employees), RISE (Reward for Individual’s Search for Excellence) to recognise individual efforts at achieving excellence in any area of working as on date et al.

Investments in brand building advertising campaigns have also revolved around the employee-centric theme of ‘Passion for Engineering’. Then there are personal development plans through 360 degree competency assessment, Future Leader Development Programme and e-learning initiatives across the board, collaborative off-campus programmes (Ashok Leyland has a tie-up with BITS, Pilani for the BS and MS programmes).

Why is it becoming increasing important for companies to become employer of choice?

Primarily this is so because because because of the ever intensifying ‘War for talent’ as right talent is a scarce resource and today, attrition and re-training hidden costs are very high. Surely, hiring and honing key skills in your company is a competitive advantage today.

How does it help the company (not just in terms of hiring people but branding to the public at large) to be crowned as the best employer?

Surely, employee opinion helps build brands and reinforces share-holding value and our employees are our best ambassadors. So winning such an award creates positive word of mouth which translates into superior brand image and brand perception which in turn lends for attracting the right talent. It also helps in building employer branding initiatives at leading business schools adn therefore gives a higher pay-off from brand building advertising expenditures.



Source : IIPM Editorial, 2008

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

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Monopoly allegations…

When IIPM comes to education, never compromise

Even apart from the hype, the score is already 1-0 in the tight match between ICL and BCCI, in favour of ICL. On September 6th 2007, BCCI received the first shock of its crumbling monopolistic status, when the country’s anti-monopoly watchdog MRTPC initiated investigations against BCCI for bullying players, ordering the Director General of Investigation and Registration (DGIR) to probe allegations that BCCI has threatened players of life-time ban if they play for ICL. Even in 1994, BCCI had been fined by DGIR for adopting restrictive trade practices and the ghost has come back to haunt the apex cricketing body.

But the going’s not as easy for ICL either. Subhash Chandra, in the hope of breaking BCCI’s monopoly, has brought in more than 50 cricketers (from the domestic as well as international arena) and plans to kick-start his own series. However, unlike Kerry’s story, in case of Chandra, not even a single player from India’s playing eleven has switched their guard toward ICL. Chandra’s camp is full of players who are either on the verge of retirement or those who had long been waiting to get a chance to play in team India. The gargantuan task that stands ahead for Chandra is how he will recreate stars out of retired players, new kids on the block and ones who have been washed-off from spectators’ heart because of their average performance. Even more daunting questions for Chandra are: who will watch the game without the big league stars? Let’s not forget that even at the Ranji level, despite a plethora of senior members and stars, enthusiastic spectators and sponsorships are tough to come by. So without stars and viewers, will hefty sponsors bet on ICL? Chandra, who has already floated initial proposals to various media buying houses, clearly believes that they will. And media planners across the board agree whole heartedly.

“It should be amongst the more marketable local leagues in the country with LIVE television backing it up. ICL could also drive sponsorship throughout for a brand for a particular city; not very common otherwise,” Praveen Sharma, COO, Madison Media told 4Ps B&M. He adds that ICL would provide another window of sports sponsorship opportunity to brands. When quizzed about the revenue generation plan, Kaul of Zee was non-comittal. “It is far too early to discuss revenue plans. The key challenge is to stay focused and deliver what we promise, a talent pool that will be nothing but the best,” he told 4Ps B&M.

Clearly, it will not be an elephantine task for a sharp businessman like Chandra to capitalise on the huge hype that has been created around the League. Irrespective of the absence of star players (at least to begin with), there’s no dearth of companies who will willingly shell out moolah in the name of cricket. Reportedly, for ICL’s upcoming 20-20 tournament, Airtel and Future Group have been signed up as the sponsors. And despite the price of the sponsorship being all hushed up like the ‘dead man’s chest’, the buzz in the market is that the sponsorship comes with a price tag of Rs.3 crore.

Moreover, for brands that were unable to catch the cricket inferno on the BCCI route, it will be a case of re-birth in the cricket sponsorship domain. Explains K V Shridhar, NCD, Leo Burnett, “At present, ICL poses no threat to BCCI as far as snatching sponsorship rights are concerned. But ICL is a great opportunity for cricket and advertisers.”

So yes, for now, ICL is not infringing on BCCI’s moneybags, but hey, as smaller brands (that couldn’t touch cricket or cricket players because of their sky-high prices) start aligning with ICL, rest assured that big moneyand bigger brands will follow suit, as they do in the multi-billion soccer and basketball leagues in Europe and the United States, respectively. As for Sharad Pawar and gang, the time has come for the big brother of cricket to watch his back because big marketer Chandra means big business.

Edit bureau: Siddharth Nahata, Priyanka Rajpal

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Batting for the golden goose

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Watch how Pawar and Chandra are slugging it out for the coveted trophy. And there have been no maiden overs yet!

The year 1991 came as a watershed. The Indian economy broke free from the shackles of decades of inward looking policies that curbed its potential. Circa 2007: Indian cricket is all set to be unchained from the monopolistic hegemony of its master of many years, the Board of Cricket Control in India (BCCI). Upon liberalisation, big business names like the Modis, Dalmias, Shrirams and Nambiars (business monopolies in the pre-liberalisation regime), succumbed to the challenges thrown by the post liberalisation scenario and withered away. Similarly, with a dream of replicating Australian biggie Kerry Packer’s action-packed cricketing thriller in the 1970s (which gave rise to today’s hugely popular one-day cricket), media magnate Subhash Chandra’s Indian Cricket League (ICL) has invaded BCCI’s cricketing turf, complete with a war chest of Rs.1 billion. With ICL knocking on its doors, has the beginning of the end for the very cash-rich BCCI (net profit of Rs.2.32 billion in FY07) begun? Or will BCCI manage to deliver a bouncer to its challenger?

Sharad Pawar is digging out every trick from his cricketing bag to protect the BCCI turf from an ICL onslaught, even resorting to some Machiavellian tactics to curb ICL’s cruise, among them blacklisting players, selectors and whosoever dares to associate with ICL; as also hiking up fees for all its players to avoid attrition. Legendary cricketer Kapil Dev, who showed the audacity (?) of publicly siding with ICL was sacked within hours by the BCCI from the chairmanship of the National Cricket Academy. BCCI is clearly feeling the heat.

But it will be a big mistake to underestimate the cricketing behemoth, which has managed cricket in India for close to 75 years. Says Rahul Mehra – the only lawyer who has fought and won a case against BCCI for fiscal malfeasance, “BCCI has always threatened, bought off or manoeuvred a way out to succeed against its opponents.” So of course, there are little chances of BCCI letting go of its monopoly control over the money-spinning game.

ICL may feign hurt at BCCI’s stiff upper lip reactions, but for tough man Chandra, tough times have never lasted long. Remember how in the 1990s, he successfully broke the monopoly of Doordarshan among Indian television viewers? Or even how over the last one year, he’s managed to trip Sony television and race ahead in the TRPs game? Chandra’s enthusiasm is infectious as he believes, “A professional league is the need of the hour as is the killer instinct in the players...” He also says that his ICL is certainly “not in conflict with the BCCI, but is complimentary to it.” Unperturbed by BCCI-led hinderences, ICL is steadily gearing up for the days ahead. Ashish Kaul, Exec. VP, Essel Group told 4Ps B&M, “No doubt, there are others who claim to have developed the game in the name of destruction and marred it with gradual decline and decay; To all of them I say, let the best team win!”

For an inning’s start, ICL is maintaining a steady average without loss of any wickets. With players from the India’s dream team of 1983 and mighty names from the international circuit – Dean Jones, Tony Greig, Inzamam- ul-Haq, Mohammad Yousuf, Abdul Razzaq, Klusener, Boje – supporting the structure, ICL’s foundations looks rock solid. The League has even been able to win support of the Railway Minister, Lalu Yadav, who has offered stadia under his department at ICL’s service.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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KINGFISHER AIRLINES...

When IIPM comes to education, never compromise

KINGFISHER AIRLINES... is synonymous with luxurious style and in-flight entertainment. Live TV in the sky is its next big differentiator!

When frequent flyers were cribbing about their ‘oh-so boring’ domestic journeys and the equally insipid cuisine onboard, the flamboyant liqour baron Mallya came up with just the perfect answer. His Kingfisher Airlines came in with ingenious in-flight entertainment, avant-garde cuisine, and inventive designer interiors on aircrafts in 2005–value for money offerings at virtually the same cost as other contemporary airliners. Everything was spanking new– starting right from the loud red uniform of cabin crews and ground staffs to the sleeperette seats and personalized screens, 8 video channels and 12 music channels. Kingfisher Airlines stood out from the crowd.

And what’s more, Mallya did not stop at just that. Earlier this year, Mallya struck again. He tied up with Media tycoon Subhash Chandra’s Dish TV to offer DTH services on his aircrafts, a welcome news to all fliers hungry for entertaining ways to while away their time 6000 feet above sea level.

Says Akarsh Anand, Chief Manager, ICICI (a frequent traveler with Kingfisher), “You need just one journey with Kingfisher to see why they have captured a decent market share in such a short span.” And he’s not the only one rooting for Mallya’s inventive brand of ingenious innovation.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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JET AIRWAYS...

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JET AIRWAYS... is second to none in both aviation & innovation. The SMS check-in facility is another testimony to Naresh Goyal’s cutting edge thinking!

It’s no child’s play to wear the proud tag of ‘India’s only profitable domestic airline’. Jet Airways has earned this coveted status only after relentless efforts, not least among them tireless attempts towards innovations, to offer more bang for his buck to the Indian traveller. From introducing Indian aviation to the ‘Kiosk Check-in’ facility for the first time last year to the M-ticketing facility that has constantly been stealing the thunder for customer convenience, Jet has been constantly in the limelight for its innovative streak. Subhasish Dey, Industry Manager, Huntsman International and a Platinum card holder of Jet Airways, agrees. “Jet’s differentiating strategy can only be realized when someone travels Jet. They offer enormous new ways for time management, especially their recent SMS check-in facility,” he says.

SMS check-in allows Jet Privilege members to check-in via an SMS, which entitles the passenger to a seat number. And when the passengers reach the airport, they are simply handed in their boarding pass.

What’s more, in preparation for its international thrust, Jet is now offering a private ‘suite’ aboard its new Boeing 777-300ER. The suites are mix of opulence and privacy, complete with an 83 inches bed, a 23-inch flat screen monitor, a personal hanging wardrobe, among other luxuries in the sky. Now that’s innovation for differentiation in the skies!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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I’m on top!

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Whither do we go? This is the common theme at the boardrooms of many print publications across the globe, which are stung by the meteoric rise of electronic media, in particular the internet, and the subsequent commoditization of news that has resulted. In fact, Bhaskar Das, Executive President, Times of India Group goes as far as to exclaim thus, “Any discussion of any magazine in general, cannot ignore its possible migration to the internet.”

This trend transcends borders and is proliferating across cultures, reminding one of the popular promotional message that was flashed across TV channels world wide, when the internet was just getting born. Indeed, ‘Geography is history’, and with it, so is print media, at least as we have known it. Analysts feel this is the era for niche magazines, and highly differentiated content, the most critical cog in the wheel for companies wishing to dominate the media space, be it on paper or otherwise.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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BRAND BUSTERS

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The following points are the prime criterion for selecting, short-listing and ranking the winning ads in this section:
• Product positioning clarity
• Clinching benefit to the brand
• Presence of a power idea
• Visibility of brand personality
• Expectancy of communication
• Single-minded focus of message
• Reward to the prospect
• Visually arresting
• Painstaking craftsmanship
Here’s the 4Ps B&M verdict for the fortnight ended September 8, 2007. First come the print ads, then the TVCs. Ready for a piece of action?

BRAND: Lead India
HEADLINE: Be the change
BASELINE : NA
AGENCY : JWT
4Ps TAKE : Yes, ‘Actions do speak louder than words’; this is what Times of India’s latest campaign is preaching. The single-minded focus is to seek young, honest and fearless leaders who can become the voice and the future – of the nation. The USP? The winner will be able to contest the Parliamentary Elections in 2008-09, get Rs.50 lakh for a public welfare project of his or her choice, and an entry to the Leadership Development Program at the John F. Kennedy School of Political Leadership, Harvard. The communication is strong addressing a crisis situation faced by the country today. The visual comprising a young woman with statues of the freedom fighters in the backdrop is impressive and succeeds in creating a powerful impact on the readers. The reward to the prospect is The Times of India tag (the association of the newspaper with the nation dates back to the Indian National Movement) – in the 60th year of the country’s independence. Someone rightly said, ‘Where there is no vision, the people perish.’

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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A mind Game…

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Two egalitarian armies inherently destroy each other, there is nothing really new about it. But, consider a situation where both start sharing each-other’s secrets, Calamitous! Err… Big Pharma listening? We think, they aren’t, or else they wouldn’t have been sharing the much safeguarded coins of their realm. Not at least with their sizeable adversaries. After all, nowhere is this tradition of confidentiality more palpable than the present day pharmaceutical industry. Well, not to forget the money, honey, that starts pouring in with each success! So, how come these big pharma players are displaying a new found mutual affinity?

This year alone, at least six of the 13 companies that comprise the Big Pharma universe tied knots with each other. While Abbott and AstraZeneca were the latest to take on the $21.6 billion cholesterol market with a combination drug, Bristol- Myers & Pfizer, Schering-Plough & Merck et al were some of the other unions celebrated by the pharma industry. The wedding vows not only included the sharing of intellectual property but also scientists, and, of course, most importantly a promise to share the sale proceeds (not to result in a prospective agenda for a divorce, we hope!).

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Coca Cola India

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How will the new corporate campaign ‘Little Drops of Joy’ help Coca-Cola to strengthen its brand positioning?

This campaign outlines the 5 pillars of our strategy – people, portfolio, planet, partners & performance. The campaign essentially is an umbrella campaign that should tie all these five Ps together in one communication. We expect to communicate this to all our consumers and stakeholdersin one integrated way.

Why have you chosen this particular time to come out with this new corporate brand campaign?

We wanted to be absolutely sure about what we are doing before we talk about it. So everything that you see in the campaign is something we have already done. For instance, we are expanding our portfolio and its there in the campaign. We have been undertaking CSR exercises and we have won government awards on that front. So it’s the best time to announce the new campaign.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The double up agent...

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It’s BIG! But really, with this car, size is no problem on city roads...

My car Honda Accord is like second home to me. In fact it doubles up as my home and office when I am on the move. When I was undergoing the taxing task of selecting a car, I was loaded with information and wasn’t able to pin-point any particular one.

However, I finally squared down on the Honda (Accord) which has an edge over others due to its strong Japanese technology & commitment towards customers. When I drove the car for the first time, I patted myself for making such a brilliant choice. It’s fast, classy, spacious, luxurious, swift and what not. It’s a perfect blend of a luxurious and a sports car.

Right from the exteriors to the interiors to the engine performance and so on, everything is exceptional about the car. It’s a great car to drive, at the same time it gives you a bonbon feeling on the backseat as well. Moreover, keeping its size in mind, it’s quite comfortable and easy to manoeuvre in the city and I need not say anything about the highway ride. It’s simply electrifying. The car practically and emotionally as well suits my lifestyle. The same classy feeling is felt in after sales services which add lot of value to my purchase. In a nutshell, it’s truly a great experiential and a lifestyle brand. Though, I only wish the spare parts were at 10% of the price!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Not chasing numbers

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Yet, there’s no definite ‘NO’ to small cars...

As the Indian appetite for four wheelers zooms, the stature of US carmaker Ford is growing alongside in the country. It’s all about manoeuvring those dream machines in style and Ford India Limited (FIL) definitely knows the art. Having entered India in 1995 in a JV with Mahindra & Mahindra (M&M), FIL today is a wholly owned subsidiary of US-based Ford Motor Company and is fast endearing itself to the Indian consumer with Fiesta, Fusion, Ikon and Endeavor. Moreover, with Fiesta diesel and the recently launched diesel version of its premium hatchback Fusion, FIL is now attempting to build a robust diesel portfolio.

FIL is presently on a revamping spree of all its dealerships under Ford Brand@Retail, a global corporate identity programme to offer world-class purchase and ownership experience to customers. In an exclusive interview with 4Ps B&M, Arvind Matthew, MD, Ford India, reveals its future strategies.

What’s your market share target by 2010?
My objective is ‘brand’. We are not chasing numbers like others. We want to attain brand recognition and we have done a fairly good job in that. I am focused toward satisfying my consumer’s demand wherever he is and to maintain my reputation with him. Even with our new launch Fusion, I am not taking the short-cut approach. Our target is the urban consumer
– we’re giving him our best.

Do you have any capacity expansion plans?
In typical Indian way, we will continue to make small little things quietly and in an efficient way to continuously improve. For now, there are no mega announcements.

What is the overall strategy of Ford in India?
India is a huge market that one cannot afford to ignore it. We are happy with the way that we have targeted all our cars. A few of our cars have shared technology so there are common components that we package and sell in different forms to our consumers. In this case we attain economies of scale which helps us even if one of the cars is not achieving a lot of numbers. I want to be able to use shared technology, reduce my engineering expense, spread my investment but still be able to differentiate my product for each consumer.

Do you plan a small car in India?
At the moment, I don’t have any announcement as far as small car is concerned, but at the same time, we will keep on going. This market is undoubtedly huge with a massive potential whether it is small, middle or large size cars, we just need to make sure where we position our next offering. Currently, we want to focus on our present portfolio.

What challenges does Ford India face?
The major long term challenge that all in the industry face is the availability of qualified people. And we’re very particular about how we recruit, develop and train our people so that we can retain them. As far as competition is concerned, I think it’s good to have them, or we’ll return to the sleepy old days of 1991 and I hope we never go back there.

Edit bureau: Aditi Soni & Disha Gandhi

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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http://iipm-management-courses.blogspot.com/
http://iipm-mba-bba-institute.blogspot.com/
http://iipm-mba-institute.blogspot.com/
http://iipm-top-institute.blogspot.com/
http://unparalleled-iipm-course-contents.blogspot.com/
http://indian-magazine.blogspot.com/
http://iipm-leadership-skills.blogspot.com/
http://dare-to-think-beyond.blogspot.com/

Black power amidst White wealth

The Sunday Indian - India's Greatest News weekly

Mugabe’s political naiveties have led to economic hardships for the common man

The Mugabe Government is facing an ever deepening economic & political crisis. While the Zimbabwean politics continues to be mired in racial riots – its economy is witnessing a freefall. Internal debt stands at about 50% of the piffling GDP. The current inflation rates, hovering at 3,600% are slated to rise to 10,000% by the year, necessitating harsh fiscal measures. But the dilemma is that tough measures have already led to political unrest & discontent. Going by the IMF analysis, Zimbabwean dollar is overvalued by 200%. The paucity of foreign currency in the country has led to ordering commercial banks to sell all their foreign currency to the central bank until further notice. This extreme measure is to enable the government to acquire hard currency to pay its overseas debts, including diplomatic salaries & outstanding rent of foreign missions.

Inflation is devastating the already crumbling lives of Zimbabweans. Looking closely, one finds that during the past decade, real incomes have got reduced by about 80%. A report published by African Union suggests that over the past decade the percentage of the population living below the poverty line had increased from 42% to as high as 76%. Things are not good on food front either. Zimbabwe has been traditionally a net exporter of food, but there are growing fears that this year there could be a shortage of food supplies. Commodities like bread, sugar & transport are beyond the reach of growing numbers of people.

To counter that the Mugabe Government has compensated 800 White farmers for property seized during controversial land reforms, Zimbabwe launched its controversial & often violent land reforms seven years ago. Under the land reform policy, government seized at least 4,000 properties that were formerly run by White farmers and pledged to redistribute them to landless Blacks. “We are sceptical of the moves of Mugabe regime. We have serious doubt on the high figure being quoted. It is not more than 300,” Emily Crookes, spokesperson of the Commercial Farmers’ Union of Zimbabwe (CFU), the group of White farmers opposing authoritarian rule of Mugabe, told B&E. Her claims were seconded by Kuda Ndora, the Chief Economist of CFU, who told B&E, “Farmers are in dire straits. This compensation is a media circus. The price they are paying for the land is not more than 5-12% of the current market value.” Despite his Left –sounding rhetoric, Mugabe was the political representative of a narrow layer of aspiring Black capitalists, who saw the independence struggle as a means of securing their own advancement against the British backed White regime of Rhodesia. He is merely manifesting their ideas..

B&E edit bureau: Saurabh Kumar Shahi

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Instinct or instigation?

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The mysterious world of child pornography

Not too long ago, in the first half of 2001, an epidemic of child rapes in South Africa shocked the world with over 10,000 of such cases reported. The pretext? A bizarre belief that sex with a child (even a baby) will cure HIV/AIDS! Bizarre beliefs apart, sexual victimization of children has been prevalent through child pornography, sex rings and prostitution since ages. While off enders involved with child prostitutes may be situational or preferential child molesters, the ones indulging in child pornography and child sex rings are predominantly preferential child molesters or paedophiles who are the primary sexual exploiters.

In a study of over 500 sexual offenders, it was found that paedophiles who targeted young boys outside their families, committed the greatest number of crimes with an average of 280 acts with an average of 150 partners. The ones who targeted girls within the family committed an average of 81 acts with an average of about two partners. About 23% of the 500 plus subjects off ended against both family and non-family targets. While paedophiles show a long term and persistent pattern of behaviour, it has also been found that most off enders have been victims in the past! The sexual preference usually begins in adolescence and in teens, they would have shown little interest in their peer group. But, the converse of these indicators is not always true. Says Dr. Jitendra Nagpal, Senior Consultant Psychologist, VIMHANS, “There’s a good chance that victimisation during childhood can lead a person to become a pedophile. Rather, in most cases the paedophiles and abusers have themselves had an abused childhood and in a way want to psychologically avenge it by doing the same with other children.”

Whether it was the relaxation of censorship in some nations in the 60s or the juggernaut of child porn mags in the late 70s, the stemming of this epidemic has always been a challenge. With the advent of internet in the 80s, it has only compounded. Of course, the question remains as to whether the intent existed first or the instigation aroused the intent.

Edit bureau: Srinivas Chetan

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Renaissance returns

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Celebrating 60th year of cultural independence
Edinburgh is a charming city, with the medieval style architecture of the Old Town, the sea gulls and the cobbled road leading to the Edinburgh castle. While bagpipers keep the romanticism of the place alive through the year, summer sees a burst of performers and tourists. In step with the tradition, started in 1947, the Edinburgh International Festival kicked off on August 10 and will be on till September 2. A festival that was started 60 years ago, post the Second World War, to allow people’s spirits to heal and bloom, is today a bouquet of 10 odd festivals that includes the Military Tattoo, the Fringe, the Book, Film, Politics, Television & Jazz festivals. Attracting over three million tourists, the festival today has become serious business for the state, and it also has become the prototype for festivals around the world.

There’s classical opera and theatre at the International Festival, comedy shows at the Fringe and performances of the Military Tatoo. Celebrities are common and A list stars like Tom Hanks have already been spotted. From dark cabarets like Between The Devil And The Deep Blue Sea to previews of Alan Bennett’s satirical novel The Uncommon Reader, it’s all happening at Edinburgh.

Edit bureau: Anu Gulmohari

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Environmentally yours!!!

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Overview

East Asia
The Republic of Korea has the largest area covered under forest. As of 2005, it stood at 63.5% of the total land. However, Korea, along with Mongolia, witnessed a fall in the forest area; from 54.5% in 1990 to 63.5% in 2005. Mongolia has the least proportion of land area covered under forest – 6.5%, down from 7.3% way back in 1990. Mongolia has the least, and Taipei, China, the most per capita Carbon Dioxide emissions.

South-East Asia
South-East Asia by far appears to be the greenest area in Asia. Malaysia is the greenest country with 63.6% of the total land covered under forest, followed by Cambodia with 59.2%. Thailand witnessed a drastic cut in the forest area from 31.2% in 1990 to 3.3% in 2005. Singapore was the most polluted with per capita CO2 emission of 11.3 metric tons.

South Asia
India is the third most environmental friendly economy in South Asia. Bhutan leads the chart of proportion of land covered under forest, followed by Sri Lanka and India. India witnessed a increased in area covered under forest from 21.5% to 22.8%. Per capita CO2 emission in India was at 1.2 metric tone in 2003, followed by Sri Lanka at 0.5 MT, followed by Bangladesh at 0.3 MT.

Central & West Asia
Azerbaijan scores on the list of proportion of area covered under forest. 11.3% of the total land in Azerbaijan is under forest. Turkmenistan is in the second position at 8.8%, followed by Pakistan, where 2.5% of the total area in under forest. Land under forest area declined in Pakistan from 3.3% in 1990 to 2.5% in 2005. Per capita CO2 emission is the highest in Kazakhstan.

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An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Mercenaries of the world unite

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Even if the troops withdraw, occupation will continue in perpetuity

“You can fool some people sometime, but not all the people all the time.” While majority of the sane world understands the wisdom ingrained in this ancient thought, Bush simply refuses to learn. First, he fooled the world by spreading the canard about Iraqi nuclear weapons and now, he is busy making a mockery of the American democracy by keeping the Congress and the world engaged on the issue of reduction & withdrawal of 160,000 official US troops from Iraq. The reality is, apart from the official army, “a ‘shadow force’ – 180,000 mercenaries working for more than 630 ‘Private Military Companies’ (PMCs) are assisting US in perpetuating the illegal occupation of Iraq. And the top beneficiaries of the privatisation of war are: British firm Aegis Defence Services ($293 million contract from Pentagon); Texas-based DynCorp. International ($1 billion contract to provide personnel to train Iraqi police forces) & Blackwater USA ($750 million contract from US State Department for diplomatic security),” Jeremy Scahill, a noted expert on private security shared with B&E. And if you thought that these are innocuous looking private security companies, you are mistaken! These companies are armed to teeth with latest arms & engage in combat.

Bush is certainly not the pioneer in resurrecting mercenarism; however, he cannot be absolved of the sin of giving the phenomenon a fillip. And this he has done simply to subvert & circumvent both the international & domestic laws curtailing the use of force for aggression of a sovereign land. And also to ensure that even if he loses elections and the troops withdraw; his most favoured MNCs will continue to suck the Iraqi blood & oil with impunity.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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