Thrived in a man’s world
Still, while interacting with outsiders, especially officials in the state governments, it was a difficult task to be a woman. “I remember that when I would visit some of the state government departments with my junior men colleagues, the government officials would rather speak to the men than to me. It was funny at times as I was the only one who could really take the decision. But, at the same time, the government clients found it slightly difficult to be rude or impatient with a woman.”
On the positive side, while dealing with corporate clients, Karnad found that it was the intellectual inputs that you provided that made the difference between a deal, and no deal. The private sector didn’t bother whether they were talking to a man or a woman. All that they were interested in was whether they were getting a good bargain or not. “So, in a nutshell, it wasn’t all that tough for me. The reason could be that I was in the financial services sector, where there were a number of women employees.”
But, on the whole, Karnad fondly reminisces about her experiences in HDFC. Within the organisation, she never felt that she was being treated differently merely because she was a woman. The company rewarded excellent employees, irrespective of their gender. It promoted those who could deliver results, fulfill targets, and provide a new roadmap for the future. Therefore, it didn’t matter to Karnad whether she was a woman striving ahead in the Indian corporate world that was mostly ruled by men.
Today, as India dreams of becoming a global superpower, as experts believe this century to be an Asian one, Karnad finds herself in esteemed company. Many women executives have made it big in the banking and financial services sectors. Women promoters have also made a name in sunrise areas like software and biotechnology. In fact, women are constantly finding a place in the power lists prepared by various media and other organisations. Women power – in all respects as consumers and decision makers – is clearly on the rise in India.
The b&e awards
For taking HDFC to newer heights; for being a successful woman executive in a man’s world; for helping the housing and real estate sector to grow at unprecedented rates; for being one who competed with men on their own terms
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
On the positive side, while dealing with corporate clients, Karnad found that it was the intellectual inputs that you provided that made the difference between a deal, and no deal. The private sector didn’t bother whether they were talking to a man or a woman. All that they were interested in was whether they were getting a good bargain or not. “So, in a nutshell, it wasn’t all that tough for me. The reason could be that I was in the financial services sector, where there were a number of women employees.”
But, on the whole, Karnad fondly reminisces about her experiences in HDFC. Within the organisation, she never felt that she was being treated differently merely because she was a woman. The company rewarded excellent employees, irrespective of their gender. It promoted those who could deliver results, fulfill targets, and provide a new roadmap for the future. Therefore, it didn’t matter to Karnad whether she was a woman striving ahead in the Indian corporate world that was mostly ruled by men.
Today, as India dreams of becoming a global superpower, as experts believe this century to be an Asian one, Karnad finds herself in esteemed company. Many women executives have made it big in the banking and financial services sectors. Women promoters have also made a name in sunrise areas like software and biotechnology. In fact, women are constantly finding a place in the power lists prepared by various media and other organisations. Women power – in all respects as consumers and decision makers – is clearly on the rise in India.
The b&e awards
For taking HDFC to newer heights; for being a successful woman executive in a man’s world; for helping the housing and real estate sector to grow at unprecedented rates; for being one who competed with men on their own terms
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
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who addressed the media at Delhi’s Auto Expo. Contrary to his low-profile image, he subtly chided his critics, while launching the next generation of Indica. “Our critics said that we will not succeed with Indica. Sometimes they were right as we had our own set of problems that many would agree. But we succeeded, and I want to thank everybody at Tata Motors (Telco earlier) for this achievement.”
planks in the past. For example, Christian Democrats in Europe, and Republicans in the US have focused more on terrorism and internal security, while Social Democrats in Europe and Democrats in the US have concentrated more on labour and health policy. But then, how does one justify the quite clear-cut jingoism in the past few years that has reverberated across even American vote banks? Rodrigues accepts, “Post 9/11, immigration, race and religion have fast taken over frontal positions in the election rhetoric. Parties with little or no focus on development have won in Holland, Denmark and Switzerland, solely based on xenophobic plank. Even in the US, we’re now discussing more about a woman (Hillary Clinton) challenging an Afro-American (Obama) and an Evangelical challenging a Mormon. But I can confirm, this is a passing phase.”
generation consoles Nintendo Wii and Microsoft Xbox 360, Sony’s much hyped PS3 is finally delivering the expected. Not only has the PS3 come out of its initial phase of sluggish sales, it has in fact defeated the most popular (and highest selling) gaming console of last year, Nintendo Wii, in the all important Japanese market. According to the figures released by magazine publisher Enterbrain, for the four weeks ending November 25, Sony was able to sell 183,217 PS3 consoles in the Japanese market, while Nintendo could only manage to sell 159,193 Wii consoles.
Operating Systems (OSs), the three Cs that underline the general rules are – Consumerism, Communication and Computing. And to talk about the terminologies that we associate with the host of OSs at our disposal today – Linux, MacOS, Minix, Trinux, UNIX, Vistas, and Windows – whose respective futures too get moulded solely by the manner in which perception of computing changes as Vikrant Khattar, (Sr. System Engineer, MGDI, Hyderabad) asserts, “The next-generation operating system has to start with the user and user interface (UI) wherein the UI will be three-dimensional. The OS of future has to be synchronous with the development of processors.” And in total realisation of this truth, many Computational Research Laboratories are mushrooming across the globe, redefining & revealing their unique progressive forms of the link between the user and his/her hardware (desktop, laptop, palmtop, mobile et al) – of the next generation OS!
in any basis, it is alarming for the investor; for instance change of AMC or fund manager. A change in fund manager is a cause of little worry in passively managed funds, but one should become cautious if his fund is actively managed. The fund’s performance needs to be closely observed after such a change. If it continues to be satisfactory it is fine, otherwise one could exit from the fund.
Google, has always believed in liliputian marketing efforts. However the results have been spectacular – the ‘most valuable’ brand for 2007 as per MilwardBrown valued at $66.43 billion (annual brand value growth of 77%) and the ‘most improving’ brand as per Interbrand for 2007. But just as Schumpeter would smile with Google as his disciple (following his ‘Theory of creative destruction’), Google has changed; and a company which primarily built itself as the most powerful brand through “word of mouth” publicity and “peer-recommendation” is now, not even sparing those scant advertising spaces on trains and buses in Chicago and San Francisco! The on-transit ads are meant to provide publicity to Google Maps (one of its most recent launches) to nab the spreading net of online and mobile-ad dollars. Google is currently busy extending its solutions portfolio, providing relief to its online-search advertising which currently garners 99% of its total revenues – a worthy deal for Google as analysts believe that Google’s main challenge is to maintain rapid growth of its top-line which has grown by a 5-year CAGR of 106.73% to touch $16.59 billion in FY2007!
asset management companies (AMCs) are doing it – fulfilling wishes. With the stock market rollercoaster giving nightmares to investors; many are seeking alternative investment options. And AMCs are continuously providing them with new opportunities like real estate funds, infrastructure funds, commodities fund, world gold fund, et al. Now (thanks to the tightening of oil supply and concerns for the environment due to global warming) AMCs have found an opportunity in natural resource sector and the alternative energy sector. While Reliance and DSPML were the early birds to come out with such innovative schemes; more AMCs are now joining the fray. Such funds with focus on energy and natural resources sector are set to explore potential investment opportunities in such sectors. Also, these are “innovative products to complement the current portfolio of funds,” feels Ashwani Kumar, Fund Manager, Reliance Capital Asset Management.
victim to the subprime mortgage crisis has become the order of the day. But despite a strong positive expectation banking giant Citigroup Inc. falling prey to sub-prime related write downs and credit costs for the second quarter in a row has definitely aggravated the prevailing discomfort in the banking industry. After posting huge $9.83 billion loss in the last quarter of FY07, Citigroup has registered losses worth $5.1 billion for the first quarter of FY08. The group’s banking division alone clocked losses to the tune of $4.48 billion. Earlier in March 2008, when Vikram Pandit, CEO, Citigroup announced the separation of its financial services and credit card division, the move was seen as an attempt to shuffle the organisational structure, but now it seems it might actually have some other motive.
and Murali are waiting with folded hands for Sameer and Puneet to ambush and then annihilate them. They have retaliated by launching their own version of a price war. “We don’t want to give it an undue advantage by the way of price of the newspaper and hence we reduced our price to Rs.2.50 from Rs.3.25. By this way the readers get an advantage of ‘Rs.27 a month,” says N. Murali, Joint Managing Director, The Hindu Group of Publications. But a question that even Rajnikanth and Kamal Hassan will find difficult to answer is: Is a price tag of Rs.2.50 low enough when TOI is offering subscriptions at a throwaway Rs.1 per day? Always take claims with a pinch of salt. But some claims need to be taken seriously. While The Hindu has a circulation of Rs.3 lakh in Chennai, Dhariwal claims that the print run of TOI on the day of launch was 2 lakh.
projects, quality of the project and timely project implementation as well. To ensure that an employee gives his best, he/she has to go through some thorough training and development programmes. Each and every employee at Nucleus has to attend about 10-12 days of training session per year. What’s more, at Nucleus an employee gets tremendous growth opportunities in terms of even moving on to perform other roles provided he/she meets the required skill sets and other necessary requirements. “We always ensure that all of our employees, via rotation, get the opportunity to go abroad and work at the clients’ locations. This endeavour gives them the complete knowledge of what is happening in the international scenario as well,” adds Verma. Little wonder then that Nucleus ensures that a majority of its employees gets the chance to go and explore the clients’ locations (abroad). However, in spite of taking so many measures, Nucleus is still facing a high attrition rate (23-24%). Admits Verma, “We understand the shortage of the manpower in the industry.” So to nip the problem of attrition at the bud, Verma and his team regularly visit various technical institutes in Noida, talk to the students and explain about their workings. The aim is to develop the skill sets of the students through rigorous content development programmes and student development programmes. This way if some students eventually come on-board they already have the necessary skill sets beforehand.
such as Red Sheriff, Nielsen et al, allow media planners to feed in users’ demographics and get real time data on their usage patterns, content consumption & site visits. This enables even seasoned online media professionals to get insights from post-campaign evaluations done across industries and brands. Adds Shankar, “Such seasoned professionals are what I call the ‘road warriors’ who know exactly the answer (media solution) to a question (media brief) without the support of media software runs and research data. But India will eventually have to get to a scenario where third party measurement, auditing, media behaviour analysis and monitoring are available akin to the US (tools such as Nielsen @Plan) and then planners can work with the support of such tools.” Adds Dr. Subho Ray, President, IAMAI, “Collectively setting up proper rules of engagement between advertisers, agencies and online publishers, as exists for other media, will certainly help.” Even new forms of online advertising like Search Engine Optimisation and Social Media Optimisation (very popular in the western world and much effective than banner advertising) are still to be explored in India.
a veritable stream of innovative products, bucked up by unique expansion plans – that’s precisely what made this company tick. And why not? Talk about the entrepreneurial hands behind it and we’ve six IIM-A passouts, willing to take the plunge & succeeding in the process. So it’s no surprise that this super six is yet another hit. Want a proof? Well, how about a start-up breaking even within the first three month of its establishment? And if you are wondering, which company we are referring to here, it’s Eye Q, the eye care company, which started its journey in January 2007 and within the first year of its operation has successfully earned revenue which overshot by 100%! Talk about over-delivering!
needs are increasingly being met with the help of plastic money. The boom in the market has been truly catalytic. On their part, credit card majors charge companies & not the consumers, thereby propelling its usability. Cash withdrawal (40% of the credit limit) with interests to the tune of 2.5% per month (or as low as 1.7-1.75% on gold & platinum cards) has further increased credit card usage. For short-term cash withdrawals, using credit card actually turns out more beneficial, as there is no processing fee and interest rates are low. A definitive push-strategy by credit card companies. Beware the debt trap though!
magnanimous amount of production by Tata Steel. The foremost being the culture of making sustainable improvement in every field – production, quality and marketing. Second is the knowledge management – vast pool of experience across time and functions and the last being the team approach, which they have adopted. Truly efficiency oriented!
on January 10, 2008 – the cheapest car in the world – a promise kept! As mentioned in our Auto Sector Report (Nov 2007), the Nano would create a new segment in the PV market, and bridge the affordability gap between motorcycles and passenger cars. However, the Nano would not cannibalise market share from existing players due to the price difference. Hence, the Nano would play a role in expanding the small-car market in India. Ratan Tata has indeed kept his promise, and that’s some honour! 
