Public diplomacy vital

Defence strategies are still restricted to elite circles and shrouded in extreme secrecy

In a globally competitive world characterised by the dominant neo-realist perspective, nation-states, in their interactions with one another, have always sought to maximise their interest by increasing their power and influence. The primary objective of nation-states has been to protect their territorial integrity and sovereignty from external security threats.

Earlier, the primary external threats for nation-states came from each other. However with the advent of information communication technology, globalisation and weapons of mass destruction, the nature of threat perceptions has undergone a transformation over the last half of the 20th Century.

Second, nation-states have realised that the use of force or extreme action through warfare to symbolise power has now become irrelevant under a nuclear umbrella. Hence the nature of warfare has expanded to a battle space from being restricted to a battle field. Earlier, the rules of warfare restricted face-to-face confrontation to a battle field and mostly during the day. However modern warfare is not only fought from behind the scenes but also around the clock and throughout the year.

Third, in the contemporary international security environment, a full-fledged war has been replaced by challenges including low intensity conflicts, covert action, asymmetric warfare and non-conventional threats. The emergence of state-sponsored violence or terrorism, covert action or intervention as was witnessed in Operation Neptune Spear, asymmetric warfare such as the war in Afghanistan and Iraq and non-conventional threats in the form of cyber attacks and chemical and biological terrorism have drastically transformed threat perceptions.

Four, the nature of threats has also witnessed a new dimension with the emergence of internal challenges where a disgruntled section or group within a territory can pose a significant obstacle with the active assistance of external actors operation from outside a nation-state’s territory. This has made internal threats unpredictable and potent than before. The emergence of home grown terrorism like the Indian Mujahideen in recent times is a relevant indicator.

Five, hence modern nation-states are being compelled to reformulate their defense strategies to negate these challenges. A significant change in defense forces will be the advent of increasingly sophisticated technology including radars, unmanned aerial vehicles, stealth aircraft, drones and a significantly leaner armed forces.

Six, foreign policy, characterised by diplomacy, is gaining increasing salience in this international milieu. During times of peace, nation-states conduct foreign policy in an effort to increase their power and influence which in turn enhances their security from varied external threats.

Seven, traditionally, foreign policy was conducted at the highest levels of the government and restricted to the elite sections of the society. However, with changing threat perceptions, the characteristics of foreign policy have also undergone a rapid transformation. In its present form, foreign policy cannot be just restricted to the elite sections of the society but also involves more active forms of garnering public opinion and participation of civil society.

Eight, foreign policy is not merely aimed at the government and elite sections of another nation-state but also at its people and the larger sections of its civil society. Public diplomacy has gained critical importance since it relies on the use of soft power to covertly influence significant sections of foreign population in order to enhance the impact of hard power if ever required during times of confrontation.

Nine, the more participatory nature of foreign policy has given space for the media to emerge as a powerful and influential player. Today, nation-states are using the media as a platform to indulge in information warfare which is intrinsically linked to public diplomacy. The state is also being thrust increasingly under the spotlight while making decisions which has put it under immense pressure and prone to making mistakes.

Read more….

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

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

ExecutiveMBA
Posted in Uncategorized | Tagged , , , , , , , , , , , | Leave a comment

Will the concept of buyouts be a reality in India?

The provisions of the new takeover code by SEBI are not as dynamic as originally proposed by the Takeover Committee. But they will still prove to be game-changers when it comes to M&As in India.

After a long wait (and lots of debate) market regulator Securities and Exchange Board of India (SEBI) finally came up with a new takeover code. Well, on the face of it and as said by C. Achuthan, Chairman, Takeover Regulations Advisory Committee (constituted by SEBI to give suggestions to make necessary changes in regulations for takeover of listed companies in India), the new takeover code is devised to help the minority stakeholders during an event of merger or acquisition. And Achuthan derives this confidence from the two new rules present in the code. First, an investor who could earlier hold a position of up to 14.99% without needing to go for an open offer can now hold up to 24.99% without triggering the same. Second, once the open offer threshold is triggered, the investor has to place a minimum offer size of 26% (as compared to 20% earlier).

The second rule for sure comes as a great relief to the minority shareholders for the very fact that adding the 25% open offer threshold and then a minimum offer size of 26%, an acquirer has to move on to a majority position. And that would give the minority group a clear idea about the future ownership, thus a clear platform to take a decision about their exit. Also, the 26% wide window will allow most of the minority group members to sneak into the ready-to-exit league. But the question remains: On a standalone basis, is the first rule as friendly as it seems, or is claimed?

Well, certainly not. Reason: With a 24.99% position in a company, an investor can actually make life difficult for the management without even going for the open offer. In such case, while the investor with one fourth of the company’s stake can dictate the terms, the minority shareholders will face the consequences as there will be no exit routes for them. Agrees Dheeraj Malhotra, a Delhi based corporate lawyer at MPartners as he tells B&E, “We may see the advent of dominant control groups that are able to control and manage the affairs of the company at will and at a later date able to squeeze out a weak minority by delisting the company. What may seem like an immediate gain to the public may in the end be a losing proposition.”

Further, in companies where promoters holding is below 25% (in BSE 500, there are 98 companies where there are single public shareholders holding between 10% to 14.99% of total shareholding), they can now easily and silently strengthen their grip on the company till the open offer trigger threshold. A case in point is EIH (the company which owns Oberoi group of hotels), a company in which ITC is currently holding 14.98% to avoid the open offer requirements. However, under the new norms, ITC can hike its stake by another 10% and still stay away from placing an open offer for additional 26% as it would have been required to do before. Besides EIH-ITC combination, such shareholding pattern can be seen in Cairn India (investor is Petronas with 14.94% holding), Binani Cement (investor is JP Morgan with 14.91% holding), Indiabulls Securities (investor is HSBC Global with 14.84% holding), Infotech Enterprises (investor is General Atlantic with 14.76% holding), Amtek India (investor is Warburg Pincus with 14.64% holding), Allcargo Global (investor is Blackstone with 14.63% holding), etc.

Read more….

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 
Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , | Leave a comment

Finally, Overcoming The Identity Disadvantage

Managers of Emerging Multinationals, who show The Strength to Acquire Brands bigger than Themselves, are now Faced with an Unusual Paradox. They are Asked, as a Precondition to The Deal, to make Explicit Commitments in order to Preserve The Identity of The Acquired firms.

High profile, and often expensive, acquisitions of household brands in advanced countries by firms originated in emerging economies are increasing and raising a new set of managerial challenges for their initiators. Tata’s acquisition of Jaguar-Land Rover (JLR) in 2008, and Geely’s takeover of Volvo in 2010 are emblematic of this new trend. The Indian Tata conglomerate paid $2.3 billion for the iconic British brands and added another $1.9 billion to cover losses in the two years following the acquisition. It took the Chinese Geely $1.5 billion to own the no less iconic Swedish auto maker.

There is a widely held opinion that the leaders of emerging multinationals are paying a “national pride premium” or snatching cheap, but ill fated, targets. I will not add my voice to this conversation but rather focus on what happens after the acquisition paper work is completed.

Managers of emerging multinationals are faced with an unusual paradox. In most cases, they are asked, as a precondition to the deal, to make explicit commitments in order to preserve the identity of acquired firms. And also, they have to assume some level of control in the acquired firms if they want to realise the fruits of their investment.

The fact that the leaders of Tata, Geely, and other emerging multinationals are asked to make such commitments reflects an identity disadvantage. Because of who they are, emerging multinationals are suspected of planning to transfer jobs to low cost countries, of “stealing” technologies or, in extreme cases, of threatening national interests of host countries. Emerging multinationals are feared to destroy brand equity as they are usually perceived as less prestigious than the brands they acquire. Finally, emerging multinationals are thought to be less managerially sophisticated and, thus, less able to add value to their acquisitions.

To deal with the identity disadvantage, the leaders of emerging multinationals have to address two related questions. Does an investment require involvement in running the acquired company? If yes, how should we proceed to achieve some level of integration without destroying the value of acquired companies?

Overcoming the identity liability is relatively easy when the answer to the first question is no. In this case, the investors deliberately avoid intervention in acquired firms and are content with a shareholder role. This approach is successfully followed by business magnates and sovereign funds from oil rich countries, for example. These investors prefer to fly below the radar, in advanced countries, and make minority, though sometimes very significant, investments in large firms.

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

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , | Leave a comment

Trading the future of 700 Million

Futures trading in essential food commodities, in its present form, harms farmers and consumers. It only fattens wallets of middlemen and traders. The Centre seems to turn a blind eye to the problem, which may even blow up in the shape of a class war

A close look at Karamveer’s face and one can’t avoid but notice the contoured lines on his forehead – signs of early aging. The sugarcane farmer is a resident of Rasoolpur village in Hapur District of Uttar Pradesh where his ancestors have lived for more than a century. Nine years back, he used to sell sugarcane at the famed Hapur Mandi at Rs.95 per quintal. The sugar, extracted in a series of mills in western UP, was eventually sold in the market at Rs.12 per kg. An year ago, he sold all his produce to a middleman for Rs.165 per quintal. Sugar Prices were hovering around the Rs.40 a kg mark then. He also had to bear a cost of Rs.6 per quintal for transportation.

The produce from thousands of acres of sugarcane land in western Uttar Pradesh lands up in sugar mills via middlemen who sell it on a cash payment basis to rich mill owners. Last season, one quintal fetched a middleman Rs.250-300 on the day of the delivery itself. For Karamveer, an agonising post-delivery wait of two to three months has become a part of his quotidian existence. In the off season, he produces Arhar. Karamveer found out last year to his dismay that the lentil he sold at Rs.2,700 per quintal to a local middleman was costing an end consumer a whopping Rs.8,100. Karamveer is not your run of the mill small-time farmer. He belongs to the upper echelon of farmers in his community with large volume sales. “Smaller farmers have to wait for six months for payment. The middleman comes and says that he’ll make payment soon. He then disappears, sighting reasons like going to other areas for collecting payments from traders and mill owners. I deserved Rs.350 per quintal for my sugarcane. What I received was peanuts,’’ sighs Karamveer on the sidelines of a farmers’ meet in Delhi recently.

Under the Forward Contract Regulation Act of 1952, futures trading in all essential food commodities like wheat, rice and pulses was banned in India. The ban was slowly lifted on some commodities but in 2003, the then NDA government lifted ban on all food commodities including wheat and rice. Since 2006, the worst ever sustained food price inflation in Indian history has continued unabated. Massive speculation by big and small trading firms on fixed quantities of food grains results in a 2-3 time price surge in general. Traders and middlemen at multiple levels hoard hundreds of tonnes of food grains and sell them when the prices reach the zenith. This results in the end consumer buying the commodity at a price which is at least 4 times than what the poor farmer gets for his produce.

Read more….

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

The unheard story of India Gate Inc.

You buy coffee from Starbucks, crispy chicken from Wendy’s, buritos from Taco, and ice cream from… India Gate?!? Unbelievably, India Gate is the largest single selling point of ice creams in India; B&E presents a soft story on the men managing the show – the vendors. by Pawan Chabra

It was not surprising for Rajat Singh to shell out more than the MRP for an ice-cream, soft drink and even for a bottle of mineral water at one of the most popular, non-commercial ‘hangout’ places around the capital region, India Gate at the centre of New Delhi. He was not even surprised that not one of the many vendors present in that small perimeter was ready to reduce the prices. He paid Rs.17, happily, for his wife’s favourite mango ice-cream that had a price tag of Rs.15 only. And that, in general, is the perception of other consumers too, who stop by the legacy monolith structure to spend a few good moments, and are none the worse paying a premium price for standard products delivered on time.

Given the fact that India Gate is the country’s single largest point for selling ice-creams (followed by Chennai’s Marina Beach and Mumbai’s Gateway of India), B&E decided to undertake a snapshot seat of the pants’ review of how the value chain actually works, especially for the most critical links – the vendors. “The difference in price is more because of the extra charges that we have to bear for operating in the India Gate circle. Normally, the parking charge/day ranges between Rs.20 and Rs.30, along with a handful of other charges,” explained Naresh, a Mother Dairy ice-cream vendor standing at the Shahjahan Road area, fifty metres southwest to the Gate. But more than the price, what’s eye catching is the fact that a company like Mother Dairy banks nearly 20% of its summer ice-cream sales from vendors operating around the India Gate area.

And how many vendors manage this show for Mother Dairy and all other ice cream firms? 200! That’s it! As summer enters Delhi, these 200-odd tanned pushcart vendors (each with a valid MCD vending license) gear up to become the hottest (or coolest) propositions for almost everyone who is a part of the mad rush at India Gate. Under these circumstances, when a vendor charges Rs.2 extra for every single unit of ice-cream sold, then one can easily imagine the kind of revenue that gets generated. The case is the same with soft drinks and water. Be it the vendors providing refreshments or the ones selling toys, there is serious business activity taking place around this monument from the Imperial era that was designed at one end of Rajpath by Sir Edwin Lutyens in the memory of over 90,000 soldiers who lost their lives in World War I.

One can understand how lucrative a business could be after meeting Meera (age 13) who sells any fancy thing around the place. She reaches India Gate sharp at 6 pm to help her mother manage their booming business during the weekends. Key rings, mobile bands, fancy beads with names engraved on it, anything that sells, is sold, even mehndi, a local ethnic body additive that is applied mostly on hair and is used also in body tattoos. Meera attends school like other kids, but at the same time she never forgets to reach the national monument area on time. She makes around Rs.400-500/day on an average in those 5 hours she spends there every weekend. “The kind of business that we get from foreign tourists is nothing as compared to what we are able to garner from the local people visiting India Gate,” she added.

Read more…….

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Posted in Uncategorized | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Namaskar! And all ‘thi bast’…

Post liberalisation, MNCs gatecrashed without the due diligence

Liberalisation seemed godsend for numerous multinationals that were waiting since ages to tap the lucrative Indian market. They were extremely confident that their global strategies would work wonders in India as well. Some, out of their desperation, could hardly wait for the right Indian partner. The result?!? A woeful saga of strategic blunders, which shocked them to the roots one by one. Consider some examples.

US-based watch company Timex, which jumped into the Indian market within one year of liberalisation, tied up with Tata’s Titan, but faced issues from the word go. Titan wanted Timex to grow under their umbrella. “Titan was interested only in our technology and we found that we need to have our own strong brand positioning, which was difficult to achieve with Titan. We were totally in the wrong place,” explains Kapil Kapoor, Senior VP, Asia Pacific, Timex Corporation. Finally in 1998, Timex bid adieu to the Tatas and decided to go ahead on its own. Similarly, US-based consumer durable major Whirlpool felt the need to break free from the shackles of TVS. The Whirlpool-TVS tie-up was a mismatch, as being a primarily electronic company, TVS could not match standards with the home appliances business of Whirlpool.

Titan-Timex, TVS-Whirlpool, British Telecom-Bharti, Escorts-Yamaha and Lufthansa-Modi Group are just few examples of clashes. In fact, Lufthansa is a classic example of tying up with a partner, who was not only a misfit in their work culture, but was also totally new in the field of aviation. And within three years of this deal, Lufthansa broke off with the Modis and filed a suit against them.

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

The growth of agriculture is lack of marketing

One major flaw in the growth of agriculture is lack of marketing. Unfortunately, this is a pan-India phenomenon says niharika patra

Roads form an integral part of this. Says Virendra D Mhaiskar, CMD, IRB Infrastructure, “If there are no proper pucca roads then how do you expect that the crops would reach the destination on time.” And this way the vicious cycle continues. A farmer who does not get enough money for his crop continues to be part of subsistence agriculture since he is unable to go for a higher crop for the next season. Even the presence of best of technology is unable to help him because he does not have money to use it. Tells Rohtash Mal, CEO, Escorts Agri Machinery Group, “We have seen growth, no doubt, but the growth is merely 2-3%, which is very less considering the rate at which the economy is growing.”

Besides lack of proper means to reach the market, the farmers are also looted by the middlemen who buy crops at a price much lesser than the price at which they sell it in the markets. The Minimum Selling Price mechanism is not of much help since the farmers are either unaware of it or it has a very low control over market forces that determine the prices in Indian market. This kind of corrupt and inefficient mechanism makes agriculture marketing nothing more than a nightmare. The situation is aptly described by The Rural Credit Survey Committee. As per it, “While standards of marketing have improved in most of the relatively few regulated markets which have been established, a number of malpractices still exist even in them since personnel and enforcement are two great problems, not always sufficiently attended to, much less solved.”

These malpractices get new life when private parties are involved and the producers i.e. the farmers are in no case in the position to get any kind of protection from these practitioners. The report also says, “there is a great lacuna that no control at all is exercised over village sales, in which the primary producer is literally, legally and in practice at the mercy of the village trader.”

Agrees Salil Singhal, CMD, PI Industries Ltd. “MSP becomes ineffective the moment intermediaries come into act. And unfortunately they still exist.” Another reason which has been cited by all those whom B&E met was that the reputation of Indian products in the global markets is very low both in terms of quality and brand value. Believes Goyal, “Indian products (agriculture) have no USP”. In today’s globalized market this is a bad combination, more so for the food processing industry.

Read more……

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

If the government policy works in the right direction

The evolving merchant power scenario can forever rid the nation of its power woes if the government policy works in the right direction, says anchal gupta

The critical element, though, is the price at which the power is sold. There are three factors that affect merchant power tariffs. Firstly, a severe power deficit scenario in the country with the average energy shortage at 8% and the peak power shortage at 15% this year creates the need for urgent large scale investments in power generation. But the high gestation periods and huge capital investments make the case for some sort of incentive for producers to gain better returns and that’s where merchant power commanding higher tariffs comes in. Secondly, the current level of investments in adding generation capacities will still lead to a deficit of about 8,000 MW to 10,000 MW in the country by the end of 2012; leading to a deficit scenario and continued load shedding during the peak hours. Now, unless the policy is in place to allow more and more producers to enter the space and sell some part of their future production over the counter (power exchanges) or in bilateral exchange, the hurdle rates or the rates above which producers have an incentive to enter the generation space will not come down, as power sold through the traditional Power Purchase Agreements (PPAs) garners an average price of Rs. 3 to 4 per unit in India.

Thirdly, the quantum of power that a generator is able to reserve for merchant sale is a function of the competitiveness of the cost of generation and the execution readiness of the project. So, unless the prices being charged by the producers in the markets are set high, their bottomlines will be severely affected in the short term; especially with the interest rates being high in such long term infrastructure projects. According to Anand Bansal, Manager, Project Advisory and Structured Finance Group, SBI Capital Markets, “It is pretty obvious that in a power deficit scenario, the merchant power will get sold at higher prices as compared to power sold through a long term PPA; pushing up the average cost of power of the utilities. But the choice is between costly power and load shedding during the peak hours. If end customers are looking for reliable power in a deficit capacity environment, they will have to be ready to pay more.”

Read more……..

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Fashionable to eat organic food

It’s almost fashionable to eat organic food, but a new research in UK attempts to crop the growth of the organic food movement…

So, when someone comes up with a research like this, I get the shock of my life! When your inputs are wrong, which is pesticides and chemicals, how can your output be good?” Mr. Guptaa’s reaction isn’t an isolated one, for the scientists at LSHTM have been flooded with mail lambasting their research.

Regular users of organic food haven’t been moved by the research either. So much so that in Edinburgh, a Little Green Map will be made available from 14th September, which will enable people to directly go to the stores selling organic and environment friendly products.

Most supporters of organic food say the research defies commonsense, and that it seems that some people are trying very hard to protect their market. The LSHTM’s study searched over 50,000 papers, and a total of 162 relevant articles were identified that were published over a 50-year period. “They have included studies from the 50s, 60s and 70s for their research data. And at that time most of the earth was still good, it was not abused. I don’t know who paid for this research, for that is the only doubt that crops in my mind!” exclaimed Mr. Guptaa, resonating thoughts of proponents of organic food all over the world.

The only conclusive point that does come out of this entire brouhaha, is that very little research on organic food has been done till now, and food scientists need to get to work pronto!

Read more…..

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , , , , , | Leave a comment

Democracy in peril

Emergency spoilst Indira Gandhi’s image

Emergency can be termed as a black spot on Indian democracy or at best the greatest political crime ever. The chief protagonist of this crime, Indira Gandhi can never be forgiven for her self-centeredness and political ambitions. After losing the parliamentary elections from Raebareli in 1971 against Indira Gandhi, socialist leader, Raj Narayana had filed a case against her accusing of fraud and misusing government machineary. In a historic decision on June 12, 1975, the Allahabad High Court agreed on the allegations of fraud and misuse of government machinery and cancelled Indira Gandhi’s parliamentary membership. The court banned her from contesting the elections for the next six years. Indira Gandhi appealed aganist the High Court decision in the Supreme Court but to no respite. The agitation led by Jai Prakash Narayan was gaining ground and there was immense pressure on Indira Gandhi to vacate her office within the Congress Party. These developments had scared her and the country had to bear the brunt of that fear. So much so that she killed the internal democracy within the Congress Party and on June 25, 1975, declared national emergency.

Read more……

Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Posted in business and economy, iipm, IIPM Education | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment