When most recent bike launches have straddled the premium and executive 
segments, and auto majors like Bajaj have publicly made grand announcements of exiting the entrylevel segment, Hero Honda (
Why Study Abroad When IIPM Gives You 3 global Advantages!
Now it’s clear! All the talks about Tony Blair being the next World Bank chief were not quite right! The US President, George W. Bush, has nominated Robert Zoellick – former US Deputy Secretary of State – as the next World Bank head. Zoellick will succeed Paul Wolfowitz, who is going to step down at the end of the June. Wolfowitz was mired in a scandal suit after it came to light that he had given a hefty raise to his girlfriend, Shaha Riza – who worked for the World Bank too – in 2005 (soon after he had taken over as the World Bank chief). The findings by a special bank panel stated that he had acted unethically and had broken the bank rules by acting in the way he did. After the findings were revealed, Wolfowitz had to step down. The newly nominated World Bank chief – Zoellick has served in various positions at the Department of the Treasury from 1985 to 1988. In August 1992, he was appointed as the White House Deputy Chief of Staff and Assistant to the US President. He was also appointed as Bush’s personal representative for the G7 Economic Summits in 1991 and 1992. In the 2000 US presidential election campaign, Zoellick had served as a foreign policy advisor to George W. Bush, as part of a group led by Condoleezza Rice, that called itself The Vulcans. He was named US Trade Representative at the beginning of the younger Bush’s first term and on January 7, 2005, Bush nominated him Deputy Secretary of State. Welcome aboard the Bank, Mr. Zoellick!
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...and of course there is think tank, spark plus and the visual eye doing the trick!
Driving 
through the narrow streets of Lajpat Nagar in New Delhi, one could never guess that in a dull white building could dwell a bright and budding creative powerhouse. Its office on the third floor also has a somewhat crammed look. But, for ‘Team Grasshopper’ the place is big enough to let their minds fly and their imaginations run wild!
A newcomer by industry standards, Grasshoppers is a five year old baby. A young mind behind the agency – its CEO – Arjun Bannerjee reveals to 4Ps B&M the secret behind the unusual name – as per the Hindu mythology, Grasshoppers are money minting insects. So, what’s or who’s behind the logo, which sports a marijuana leaf? “I was more of a bohemian character earlier, and that’s how the idea of a marijuana leaf came by,” winks Arjun.
Like many other small agencies of the country, Grasshoppers too has a healthy list of NGOs in its grip. However, unlike others, for Grasshoppers, the scenario is not a forced one. They believe that the Indian ad scene is very client dominated and NGO advertising provides a freehand and is therefore one way to gain creative satisfaction. Not, just advertising, Grasshoppers has gone the whole hog to prove its commitment to the cause: last year they hosted an exhibition called, Achieve, showcasing 150 creatives and 50 banners depicting issues like child labour, trafficking, et al.
Though 
NGOs happen to be Grasshoppers’ forte, it also has corporate names like Jay Pee Group of Hotels, Café Coffee Day (Northern Zone), Technova and Honeywell Security Systems in its kitty. The agency has also worked with clients like Hindware and Pearlpet in the past along with the cosmetics giant, Revlon, for a short while.
Lucky with clients, but not lucky with awards yet – that’s G r a s s h o p - pers’ sweet and sour tale. “For me, the greatest award is – despite being new in Delhi, I have been able to carve a niche for Grasshoppers in such a short while. We are working towards it but not working hard towards it,” emphasises Arjun.
The 
agency is also house to some of the youngest talent giving them opportunity to experiment and explore. “There is no one above the age of twenty nine in the organisation which I believe is our core competence. The reasons for handpicking fresh talent from institutes are that they are full of innovative ideas,” opines Arjun. He is candid when he says that an experienced bunch knows the tricks of the trade and that’s what clients prefer just like they prefer tried and tested formulas in advertising.
This bunch of bohemian, young and creative minds has not only come out with creative ads but has also christened each of their departments with names like Think Tank, Bizz Mark, Visual Eyes, Spark Plug.... Sure, all of that must be giving that extra kick, stronger than that of marijuana and enough to forget the dullness of building that houses its office in the stuffy lanes of Lajpat Nagar.
Edit bureau: Romsha Singh & Surbhi Chawla
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Karnataka-based Syndicate Bank (
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Knowledge 
powerhouses like KPMG has another viewpoint to share. Pradip Kanakia, Risk Advisory Services, sees no cartelisation, but a bit of speculation in the cement sector. “My personal opinion is that it is more of a protective gesture, and reaction to the injustice done to them,” he said. Monish Chatrath of Grant Thornton too endorses Pradip’s viewpoint and adds, “Cement industry has been on the target of the government for a long time now. Cement players operate in a high tax and high subsidy regime. On top of it, the government has also allowed cement import from Pakistan, which will hit Indian shores by August. All this has put a lot of pressure of cement companies in India.” But is it enough to justify the actions of the cement companies. Not everyone feels so. Udai Mehta, Policy Analyst with CUTS International – a non-governmental organisation pursuing social justice
& economic equity, don’t buy the argument. “Excuse of high tariff regime can’t be used to manipulate markets. Ultimately it is the consumers and markets, which suffer,” he said. Udai further makes an interesting observation, “Forget about cement; telecom & electricity are two areas where public sector monopolies exist, till today, where private sector companies have to face stiff competition and high regulatory c h a r g e s , while there is always a laxity for PSUs. Monopolies of PSU needs to broken, as there are no level playing fields for private sector and public sector players in the telecom & electricity sectors.” Things have changed in the telecom sector a bit, but power remains a concern.
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The 
unfolding catastrophe in Iraq has condemned the political judgment of a president. But it has also condemned the judgment of many others, myself included, who as one of the commentators, supported the invasion. Many of us believed, as an Iraqi exile friend told me the night the war started, that it was the only chance the members of his generation would have to live in freedom in their own country. How distant a dream that now seems!
I’ve learned that good judgement in politics looks different from good judgement in intellectual life. Among intellectuals, judgement is about generalising and interpreting particular facts as instances of some big idea. In politics, everything is what it is and not another thing. Specifics matter more than generalities. The attribute that underpins good judgment in politicians is a sense of reality. They must not confuse the world as it is with the world as they wish it to be. They must seeIraq – or anywhere else – as it is.
I’ve have learnt that a sense of reality doesn’t always flourish in elite institutions. It is the street virtue par excellence. The only way any of us can improve our grasp of reality is to confront the world every day and learn, mostly from our mistakes, what works & what doesn’t. Yet even lengthy experience can fail us in life and in politics. Experience can imprison decision-makers in worn-out solutions while blinding them to the untried remedy that does the trick. The vital judgments a politician makes every day are about people: whom to trust, whom to believe & whom to avoid. The question of loyalty arises daily: Who will betray & who will stay true? Having a sense of good judgment in these matters & having a sound sense of reality, requires trusting some very unscientific intuition about people.
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...Vietnam & vision!
Despite the ravages of the Vietnam War, the country has apparently recovered and is creating quite a stir in the South-East Asia. Vietnam has made a name for itself as among the fastest growing economies of the world. With foreign investments having tripled & domestic savings having quadrupled, Vietnam is basking in the glory of success.
Over the years, it has shed much of its ideological idiosyncrasies and has taken a much more pragmatic approach for economic and social development. Yet not everything is rosy. The inflation rate also shot up to 7.5% per annum in 2006.Various other problems pertaining to this country are a downside, like huge mass of human resource (45.3 million workers in 2006), a relatively inferior education system & increasing incidence of usage of drugs. Social development thus has not kept pace with economic development. Moreover relations with countries like China have soured in the recent past over energy issues.
Thus, although Vietnam is on the path of progress, it has to tread cautiously as the climbing up the pyramid of growth would bring with it many tectonic shift s, which it has to handle cautiously. For non-economic progress should complement economic prosperity.
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To gain a better foothold of the German insurance market, American International Group, popularly known as AIG, is buying a German casualty insurer from a private equity firm J.C. Flowers. The portfolio being bought by AIG comprises Wurttembergische und Badische Versicherungs- AG, DARAG Deutsche Versicherungsund Ruckversicherungs-AG. Major subsidiary and other minor subsidiaries are part of the deal. The insurer is tight-lipped about the deal value. The acquisition is yet to receive the regulatory and other allied approvals and is expected to close no later than late 2007.
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Intensive .JPG)
discussions with oil experts and strategic analysts suggest a five pronged strategy with these thrust areas acting as the pillars of a strong foundation of energy security for the Indian economy. According to Subir Raha, chairman of ONGC, India needs to pay attention to all five, even if some appear contradictory in the short run. The five pillars, in a nutshell are:
_ Learn a few lessons from countries like the United States and build a strategic reserve that would preclude spot buying when prices are high.
_ Get into long term agreements and joint ventures with big oil supplying countries to cushion India from wild fl uctuations in prices.
_ Aggressively push for oil and gas exploration all over the country by involving the oil majors.
_ Leverage the huge gas discoveries by putting them on the market as quickly as possible.
_ Utilise India’s vast coal reserves and hydroelectric potential to reduce dependence on oil as a source of energy.
At the moment, policy makers are pursuing or mulling over the five thrust areas independently. What needs to be done perhaps is for a ‘brains trust’ at the policy level to put them together as an integrated strategy. Public sector bosses of India’s oil and petroleum companies do seem to be playing a more proactive role in recent times. According to MS Ramachandran, chairman of Indian Oil, a reorganisation and consolidation of the oil companies could make them stronger and more competitive. In fact, there is a move at the top to attempt precisely this, creating even bigger oil giants in the bargain.
But then, to what extent are Indian policy makers pursuing this ‘integrative’ strategy? As mentioned, individually, something is being done about each of the four strategies. For instance, the Ministry of Petroleum has recently cleared a Rs.2 billion plan to store oil underground in caves near Mangalore – a first of its kind for India. OVL – the overseas wing of ONGC - GAIL, IOC and Reliance are all aggressively pursuing acquisitions. OVL has, in fact, already invested more than $2 billion on overseas joint ventures in countries like Vietnam, Sudan and Algeria. Companies ranging from Oil India to Reliance to Cairns are significantly stepping up exploration activities across possible strikes all over the country. Even though many new promising finds are being claimed, they are yet to be added to official reserve estimates. The Ministry of Petroleum is talking to the Ministry of Finance to offer tax breaks to downstream industries that could soak up the huge discoveries of gas. And encouragement to private players in the mining industry could lead to a big jump in coal production.
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Undoubtedly it has been the 100cc Splendor that helped Hero Honda reach the pinnacle of success. Splendor’s engineering was very similar to the CD100 platform – a bike for the fuel conscious. Though, the bike was in line with the ‘fill– it-shut-it-forget-it’ add campaign, which gave greater emphasis to fuel economy and helped establish HH as a credible brand; the bike offered something which was not very synonymous with HH and that was ‘style’. After the launch of the CD100 and Sleek models, HH finally understood the market realities prevailing in the Indian market. Through close market study & analysis HH understood consumer requirements and perfected its already fuel efficient products. Instant success of Splendor meant that Hero Honda grew at a phenomenal 450% over a span of ten years, from 1989 to 1999.
The smarter consumer was feeling insecure about rising fuel bills and the consumer now wanted a motorcycle, which offered decent power delivery but most importantly had the inherent quality of saving some green back. Hero Honda, as a matter of chance, had already established it self as a manufacturer of fuel efficient bikes and had perception in its favour.
The Hero Honda Splendor right from the day of its inception has been a super seller and enabled the parent company to explore never before levels of production dynamics. The Japanese connection gave Hero Honda access to varied Honda technologies, indigenization of which gave very efficient combinations of fuel efficiency, affordability and reliability. Now Hero Honda simply has to maintain the momentum it has accumulated throughout these years of learning and expansion. Now that the competition has become more fierce, Pawan Munjal, MD & CEO, Hero Honda has already laid down his next wave of attack, as he says, “As we ride into the future, we expect to pursue growth opportunities systematically and aggressively.
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IIPM is a best b-school. It is a business school of management. It's full name is The Indian Institute of Planning and Management. ...
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IIPM's Full time & Integrated programs in National Economic Planning and Entrepreneurship are in a different league. Students are exposed to case studies ...
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- Splendid ambitions...
- Come, meet the new World Bank boss!
- It’s all Grass you see...
- Gold coins from Syndicate Bank
- Too slow and too furious!!!
- The American president has not only grossly misunderstood Iraq but also himself
- ‘V’ stands for ???
- AIG bullish on Germany...
- India could well learn from oil security strategies of Hu Jin Tao, Chinese President (right)
- The Success Mantra
