Wal-Mart needs to do more...

Besides being slammed for its misdeeds, the Bentonville giant has had green related business issues as well. As exposed by McKinsey & Co., Wal-Mart had lost 8% of shoppers owing to poor environmental reputation. Finally, the company has decided to change, as Lee Scott, CEO, Wal-Mart roared, “This company is uniquely positioned. But we won’t be measured by aspirations. We will be measured by our actions...”

And to put promises to practice, Wal-Mart opened its first two ‘green’ stores in McKinney (Texas) & Aurora (Colorado), which consumed 20% less electricity generated by wind. The company also pledges to make all its existing stores 20% more energy efficient by 2012 as compared to 2005. It also announced a solar power project in 22 stores in May 2007 and pledged to increase fleet efficiency by 100% by 2015. It also plans to reduce solid wastes from its stores by 25% by 2009. The retailer is also encouraging organic products & plans to shell out $500 million for sustainability!

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Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The Bajaj on ‘3’ wheels...

The Board of Bajaj Auto Ltd. (BAL) has nodded a demerger scheme, ripping apart the nations number two- two wheeler manufacturer into three separate units. Consequently this exercise will create two new companies from the existing resources. The newly carved businesses will essentially be fully owned subsidiaries namely, Bajaj Holdings and Investment Ltd. (BHIL) and Bajaj Finserv Ltd. (BFL). Rahul Bajaj revealed that the manufacturing business would remain in BHIL while other strategic businesses would be included in BFL. It has been further stated that there would be no change in the management structure in spite of all these split ups. As a matter of decision Rahul Bajaj’s elder son, Rajiv will continue to be the MD and CEO while younger Sanjiv will remain as the ED (additionally handling financial and international operations and BFL). The senior Bajaj revealed that the two new entities will have some common composition and will be consisting of a four member board, with Rahul himself, Madhur, Sanjiv and Rajiv at the helm. Post demerger, BAL shareholders have also been comforted as they would continue to hold one share of the company with face value of Rs.10, and would also be allotted additional BHIL and BFL shares, valued at Rs.10 and Rs.5 respectively. Apart from these changes, there is one major diversification worth to be noted! BAL will now be consequently renamed as Bajaj Holdings Ltd., eventually leading to a whopping Rs15 billion cash transferred to Bajaj Holdings. The new mega entity is also expected to get Rs37 billion cash or cash equivalents as part of the demerger. For starters, holdings of group companies, worth Rs27 billion are also on the cards. The share capital has been estimated to be close to Rs1.5 billion.

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Source: IIPM Editorial, 2006

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

It’s more than fabricating an emblem or punch-line. Establishing brand value is a psychological process...

When all is done and dusted, I believe crafting a robust brand story, one that drives key business decisions as well as marketing communications requires the three vital ingredients of simplicity, steadiness and spirit.

In other words, first and foremost, a company needs to make sure it realises clearly what it wishes to state. This presents the content of its brand; who it is, what it does, who it does it for, why it matters to the organisation, and how it’s different from anyone else in the marketplace. Then, it needs to make sure it says it (and demonstrates it too) in the same way, wherever and with whomever it goes about conducting business. This is the manner in which all its communications, actions and accomplishments being to function in tandem, building up into the unity that constitutes its brand presence in the market milieu. And ultimately, an organization needs to render all of the above with a touch of flair and gusto. This is where brand personality rises to the surface. It’s what connects the brand at an emotional level. It’s what makes people want to connect with the brand’s promise and transforms requisite into yearning.

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Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Performance is good considering domestic demand is at all-time high.

Companies in the metals segment too came up with impressive numbers on the back of higher domestic and international metal prices. In 2006, copper prices increased by over 80%, while nickel prices rose by more than 65%, so was the case with other metals. Vedanta Resources met forecasts with a 145% rise in annual core earnings. Ebitda rose to $2.703 billion for FY07, while revenues jumped 76% to $6.5 billion. Tata Steel also posted vigorous set of numbers, as net profit was at Rs.11.03 billion in Q4 versus Rs.7.83 billion, up 40.91% on YoY basis. For FY07, the company has posted a profit of Rs 42.22 billion for the year ended March, 2007, as compared to Rs.35.063 billion in the previous years. The mining and metals sector profited handsomely from a prolonged boom in commodity prices.

According to 4Ps B&M calculations, 1,148 companies have published their results so far and have raked in total income worth a staggering Rs.7.7 trillion and eye-popping net profits of Rs.2.4 trillion, an increase of 31% and 40%, respectively over last year.

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Source: IIPM Editorial, 2006

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

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AT PEACE IN GREECE!

Remember the last time you treated your loved ones and yourself to a memorable self-pampering fiesta. It’s time again to reminisce and re-live the experiences of moderate clime before the sun leaves your skin tortured instead of tanned. Welcome to the philosophical land of Plato and Socrates and the host of the first modern-day Olympics. It’s time you got away from the rash (sic) of activities and onto the luxury of the soft baked beach in Athens, Greece where elegant hospitality is tradition and a chance to chance upon the artistic ruins, effortless. A perfect mix of cosmopolitan and the bygone era, fused such that one will find it a tough proposition to identify the technological advances and alterations in certain cases. Though, one easy task would be to savour all the visual and sensory delights while it lasts.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

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

Read more:-

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• Don't Pay for your calls....
• Neha RAWAT's Blog
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• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
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About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !