Sunny Gaur, Managing Director, Jaiprakash Associates Limited

You have a captive power capacity of 227MW. How important and beneficial this has been for you? Any plans to expand it further in near future?
The existing captive thermal power plants have reduced our power cost from `406 PMT in 2001-02 to `293 PMT in 2008-09. We are now planning to expand it further to 702 MW by FY12.

So far coal has been one of the key raw material and low coal linkages can impact your production units. Keeping that in mind, some players have started switching over to alternate fuels. Do you have any plans on this front?
We feel use of alternate fuel in India is still at a nascent stage. In our Group, we already have provisions to use lignite in our Gujarat plant and are evaluating usage of tyre. However, in the Indian context, usage of tyre is an area, which still needs of lot policy change.

Jaypee Cement, at present, is quite aggressive on capacity expansion. Would you like to share your expansion plans with us?
The increase in capacity will come from the group’s Greenfield projects in Gujarat, Andhra Pradesh, Chhattisgarh, Jharkhand and Uttar Pradesh.

Would you also consider inorganic route for expansion?
We are open to evaluate any such opportunity that may come our way. As on date Jaiprakash Associates Limited is the only company in India, which has taken over a plant declared as a sick industrial unit and successfully scripted a turn around story by restructuring the entire plant. We are open to such options.

You are looking at an investment of around `100 billion for capacity enhancement. How are you planning to fund it?
The investment to be done over the next 3 years aims at increasing our production capacity to 50 MTPA. The proposed investment will be funded through an optimum mix of debt and equity.

What is your prime target at present?
Achieving 34 MTPA installed capacity is our first target now. To achieve it we are now working on our new cement plants across the country.

Read more.....

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links


 

Pranab Mukherjee becoming CM first, followed by Mamata

chandrasekhar bhattacharjee explores the possibility of a power-sharing arrangement in post-2011 polls West Bengal, with Pranab Mukherjee becoming CM first, followed by Mamata

An analysis of the political situation in post-2011 Assembly polls in West Bengal will reveal that such an arrangement might be good for the state. The state has been caught in a spiral of political violence with all parties including the Maoists having a blood feast. In that light, Mamata assuming chief ministry can lead to unprecedented violence on part of the CPI(M), which will no doubt spark off unforeseen counter-violence by Trinamool activists and the state administration. Pranab Mukherjee scores handsomely here as he has personal equations with most prominent CPI(M) leaders and can tackle the situation more tactfully.

Mamata and her party’s position on the Maoists have been pretty ambiguous from the start. She has always made amply clear that she does not see eye-to-eye with Union home minister P. Chidambaram’s assessment of the Maoist situation and his counter measures. Mukherjee will have greater synergy with the Central view. But this logic gets grounded on the premise that a power-sharing alliance is more likely to be governed by common minimum programmes and agendas than by the personal opinions of the leaders of the dispensations.

The industrialist lobby of West Bengal as well as those who have invested in the state will heave a sigh of relief if Mukherjee assumes power at Writers’ Building. Mamata, in her capacity as railway minister, may have tried to overhaul her image as a pro-development politician but the memories of Singur and Nandigram are still afresh in people’s minds.

Political observers also believe that the astute and experienced Pranab Mukherjee will be better placed to deal with the Gorkha Janamukti Morcha about the situation arising in the Darjeeling Hills in the north of the state.

Of course, sharing power for stipulated periods of time is a bit like playing spin on a tricky wicket. Past experiences of Uttar Pradesh and Jammu and Kashmir say that fissures between the partners only get enlarged in such experiments. Pranab Mukherjee’s reputation as a troubleshooter will have to play its part in any such eventuality. Mukherjee will likely play an important part in national politics even if he assumes responsibility of his home state. So that way, he will wield power both at the state and the Central levels. It remains to be seen if Sonia Gandhi and the Congress high command will be comfortable with that.

But the odds against Pranab Mukherjee are also huge as Mamata Banerjee enjoys a huge mass base across the state which Mukherjee or for that matter, no other Congressman, can claim to rival. If the Railway Budget was any indicator, Mamata is dogged on winning Bengal. And being the bigger partner of the alliance, she just might have the final word.

Read more.....

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles. 

Prof. Rajita Chaudhuri's Website
domain-b.com : IIPM ranked ahead of IIMs
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine 
IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society.... 
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
IIPM B-School Detail

 

Let Technology do it!

The Literacy divide between Urban and Rural India is Particularly Dangerous. Technology can Provide an Effective Solution

Today, millions of Africans are using mobile phones (m-banking) to pay bills, transfer cash and buy everyday items. It is based on the fact that millions of people who don’t own a bank account own a cell phone. The same can be used to bridge the Indian rural-urban divide in terms of literacy. Indian education systems suffer from a non-uniform standard of teaching, teacher absenteeism, low access to schools et al, but technology can be one certain solution.

With 3G and mobile broadband services, internet can be made available to myriad students who don’t have access quality education. With over 612.2 million mobile phone subscribers in India, this can be extremely effective. Distribution of iPads (especially cheaper Indian versions like ‘Adam’) along with the facility of downloading eBooks would go a long way. Adams cost $327 or Rs.15,700 compared to iPads that come for around $499, and further reductions in price are a positive sign. Massive proliferation of such tablets can be immensely beneficial as it would enable eBooks to reach remote villages at a fast pace and take care of the content standardisation problem we face currently. The Union Education Minister last year talked about introducing a touch-screen, wifi enabled, solar powerd tablet PC that costs just Rs.1,600. These are the innovations that have to pursued with extreme passion is India is to take the massive literacy leap.

Information & Communications Technologies for Development (ICT4D) are used by All China Women’s Federation to help rural women get access to updated health information, by Cuba to promote online health initiatives and by Egypt to encourage rural education.

Read more....

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age WomanIIPM's Management Consulting Arm-Planman Consulting
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Burning Indian roads on Korean wheels!

What is Hyundai India’s marketing chief doing to ward off competitive eyes? Or is he only bothered about giving his best shot and not worrying about the pack? By Pawan Chabra

Arvind Saxena
Director – Sales & Marketing, Hyundai Motor India

Arvind Saxena is one of those individuals, who have seen the Indian automobile industry being built brick by brick. With a rich experience of 25 years in the industry, Saxena, who is currently the Director of Sales & Marketing division at Hyundai Motor India, has been spearheading the company’s branding and sales efforts for the past five years. After he majored in mechanical engineering from the Motilal Nehru Regional Engineering College, Allahabad, he got enrolled in the MBA degree course at Lucknow University. Saxena started his career with Escorts as a Management Trainee in the Sales & Marketing department. Realising his capabilities at an early stage, he was handed over control of Escorts’ auto business in Bihar after just a couple of months into his training at the company. Recalling those days, he says, “It was actually the best assignment that has ever been given to me.” After a successful stint of nine years at Escorts, he moved to Bajaj Auto as a Regional Marketing Manager for the company. He was put in charge of the company’s marketing operations in the Eastern and Northern region of the country. Saxena also has a long list of achievements to share, and they have all been result-driven performances. After a short stint at Bajaj, he joined Maruti Suzuki, where he worked for ten long years. He quickly rose up the hierarchy and was spearheading Maruti Suzuki’s all-India sales force (in the capacity of Chief General Manager – Sales) before he joined Hyundai in November 2005, where he was allocated the task to manage sales and marketing operations at the all-India level.

While at Maruti, he ensured that the company maintained its #1 spot in the Indian market. From there, he jumped ship to the #2 Hyundai, which was then and still is, chipping-away at the leader’s market share day in and day out. So how is Saxena taking this change of side? Is there a sudden antagonism towards all in the Maruti camp? Disagrees Saxena, “There is always a sense of competitiveness, but even today, I have close friends at Maruti. But when you are at the marketplace you are definitely competing with each other.” But one fact which he cannot deny is that a lot has changed for Hyundai since he joined the company. And it comes in the name of heightened competition. Though Hyundai continued to play the right cards by banking on the Indian small car segment (which has always attracted maximum volumes in the industry), competition has grown by the day. In recent years, players like GM, Ford, Volkswagen, Nissan et al, have moved into the small car category to make the most of the opportunity at hand. But Saxena disagrees on this front as well. He boldly dismisses any worry, as he says, “The market has expanded well over the past few years, with many product launches happening in the small car segment. But Hyundai has also done very well. Five years back our market share stood at 17%, and despite competition rising, our market share today is close to 20%, which more or less describes how well we have been doing.” Numbers surely prove his point.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Ford Motor’s unending odyssey?

Ford said that about 27,000 of the union workers who acknowledged the buyout offers have gone away from the company, till now. Nearly 37,000 United Auto Workers (UAW) union employees had accepted Ford’s offer as part of the company’s ongoing reformation process. The automaker, which recorded a record loss of $12.7 billion in 2006 and a loss of $282 million for the 2007 first quarter, is planning to bring about an immense change. For this, Ford is in a four-year turnaround plan aiming to slash 16 plants and up to 45,000 jobs. Ford has however revealed that it has about 700 workers assured of nearly full wages and benefits when the automaker eradicates work or closes factories.

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

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

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

SREI International Finance Ltd

Well, this confidence is not all about great financial numbers. It also stems from the fact that SREI has excelled in an area that the larger banks haven’t really entered with a focussed aggression the way SREI has (more on that later). But with the Prime Minister saying that $320 billion is needed for infrastructure in India over the next 5 years, Kanoria admits, “It’s not just one company SREI that would be in a position to capitalise; there are so many other companies who can just come in.” And if larger banks, particularly post-2009, get more active in this segment, it could be indeed difficult for SREI to retain its pole position. The main reason is that banks have much cheaper access to capital & can wreak havoc with SREI’s margins. Its sources of funding are basically restricted to wholesale funding, securitisation & equity issuance. And rising interest rates would make its job even tougher, as it may not be possible to pass on the increase to the customer. Is the company in a position to sustain its dream-run amidst such environmental uncertainties?

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

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

The River That Dyes

Tirupur, the textile hub of southern India, has crossed Rs.110 billion in earnings from textile exports, according to Tirupur Exporters Association (TEA). But there’s a price for this too! And in this case, the price is something too much to bear. Here it is – the death of river Noyyal, a tributary of the Cauvery. The city which is located upstream, had used water from Noyyal for years for its dyeing industries. It is a known fact that bleaching and dyeing processes are water consuming and highly polluting. It has been calculated that Tirupur has more than 700 dyeing units. All the effluents with salinity and heavy metals from these units find its way into the river Noyyal, shockingly untreated! The water with effluents gets stagnated in a irrigation dam downstream at a place called Orathapalayam. And the consequences have been quite far reaching. Land upto three kilometers on either side of the dam at Orathapalayam have been affected and adding to it the groundwater has also been seriously polluted. All of it has meant death to agriculture in that region and has made way for devastating and debilitating diseases. The water at the dam was blocked for a long 10 years & the silence was finally broken on August 22, 2005 when the Orathapalayam dam (which was filled with polluted water to the brim), was opened and the polluted water ran through Noyyal downstream and the water flushed into the Cauvery. The end result was that the toxic sludge settled on Cauvery’s river bed. “It is estimated that 30,000 acre cultivable land was affected by pollution and has became uncultivable. From Tirupur until it joins Cauvery near Karur... it runs through 57 long kilometres... And all along one can only witness the devastation!” laments a local journalist.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

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

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

The Indian bureaucracy is well known for designing lopsided development models.

New Delhi is not only the capital of the country, but has also gained the dubious distinction of generating the largest amount of waste among all the metros. According to an Assocham study, “Delhi generates about 6,000 tonnes of solid waste per day as against 5,800 tonnes in Mumbai, 2,800 in Bangalore, 2,675 tonnes in Chennai and 4,000 tonnes in Kolkata.” The study further reveals that in Delhi alone, there are nearly 85,000 rag-pickers who collect around 900 tonnes of waste. The Municipal Corporation of Delhi (MCD) spent approximately Rs.24 billion for garbage management during 2006-07. But the results are rarely visible and the city continues to stink. Ramapathy of Greenpeace India told B&E, “Currently, there are two ways to manage waste in India – one is landfills and the other is incineration. However, the latter one being a failed method of waste management, landfills is the method which is extensively practised. Although, landfill is a better option than burning the waste, but it is not a foolproof method. Many times the chemical waste seeps into the ground thus contaminating the groundwater.”

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

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

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

.

The i-Pod falls flat...

2.7 out of 10! Well, these are not the marks of any of the backbencher in a high school grade but represent the score of Apple in the latest Green Electronic Guide Rankings released by Greenpeace. In simpler words (for all the die-hard Apple fans), Apple has been ranked as the worst electronic firm in the world in terms of its policies and practices of eliminating harmful chemicals from its products.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

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