Thursday, January 24, 2008

While Boeing logically chose the mid-sized path, Airbus planned big... and it all backfi red!

Simply stated – high-flying vision which Airbus clearly lacks as Craig Fraser, Analyst, Fitch Ratings, expressed exclusively to B&E as, “TheL. Gallios, CEO, Airbus Boeing 787 has the more favourable market outlook as the market for an aircraft the size of the 787 is larger than the market for a jumbo like A380! Currently, we rate EADS’s credit quality (Airbus’ parent) ‘A-’ with a negative outlook while Boeing’s is currently rated ‘A+’ with a stable outlook...”

Boeing’s twin-aisle aircraft s also provide the right sizes to fill-up demand gaps in terms of seat capacities while Airbus, below its 555-seater A380, has just the A340 which offers a seating capacity of Large wings, small pride!323 seats – a gap of 232 seats! Is it any wonder then Teal Group Corp. estimates Boeing to capture 62% of the market by 2015? Boeing also scores higher on its risk-sharing model as its Risk Sharing Partners (RSPs) share almost 80% of all ‘new model development’ R&D risks. Louis Gallois, CEO, Airbus also confessed, “Our long term future is at stake if we don’t act now...’ So while ‘wiring problems’ rattled Airbus’ & gave smiles to the American, you could shout – “Crisis in EU?! Yes & short circuits too!”
For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, January 17, 2008

Don’t tell us you didn’t see the movie Wild Hogs!

Still, let’s give the necessary quick run up to how the Wild ended up in Hogs-II. What was started as a trading company by Rahul’Wild Hogss grandfather, Jamnalal Bajaj, sometime in early 1900s, is today an estimated $3 billion group comprising no less then 29 companies in its manifold spread across automotive, industrial manufacturing, sugar, ethanol, electronics and insurance businesses. Bajaj Group’s flagship company, Bajaj Auto Ltd (with sales of $1.32 billion), followed by companies like Mukand Industries ($0.46 billion sales – managed along with the Shah brothers, focusing on steel and heavy industrial equipment), Bajaj Hindustan ($0.33 billion – one of India’s largest sugar and ethanol makers) and Bajaj Electrical ($0.20 billion – electronics and allied services) form the pillars of the group. But even though the ownership and management structures were clearly demarcated among the five Bajaj brothers, the once almost ‘invincibly united’ brothers have started playing truant!

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative


Wednesday, January 09, 2008

The BRIC and mortar of growth!

The Organisation of Economic Cooperation and Development (OECD) have revealed that the BRIC nations (Brazil, Russia, India and China) will experience aBRIC Nations much faster and consistent growth than the developed nations across the globe. The developed economies would however see moderate expansion, but BRIC has more in store. OECD has brought together the ‘composite leading indicators’ (CLIs) which helps summarising information contained in a number of key short-term indicators, known to be linked to GDP, for member-countries since the 1980s. It was designed to offer untimely indicators of turning points in the economy (like peaks and depression) between growth and turmoil.


For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative