Showing posts with label Delhi. Show all posts
Showing posts with label Delhi. Show all posts

Tuesday, March 5, 2013

R-ADPL: The report card!

One year back, Reliance ADPL came out victorious on its new turf of airports development by winning the bid to develop 5 airports in Maharashtra. B&E meets Reliance’s top executives to get the mid term progress report by Swati Sharma

First the quick recap. After Delhi and Mumbai airports were given an attempted world-class makeover, Airports Authority of India (AAI) had planned to put to use surplus land in 35 non-metro airports with an estimated cost of `8 billion. The process of bids had been initiated by AAI amid speculations and criticism coupled with constant scrutiny. There were resonant protests from the Planning & Revenue Department and the Finance Department about the land price being undervalued; even the lease being given for 95 years was contested (government land cannot be generally given on lease for more than 30 years). Reliance Airport Developers Pvt. Ltd (RADPL), a subsidy of Reliance Infrastructure, became the top bidder among 8 shortlisted companies which had the most potential. After a whole lot of dramatic legal play about the privatisation of airports and taking uncountable bids and long-drawn court cases which ended last year, RADPL bagged the bid for the development of 5 small airports in Maharashtra, namely in Baramati, Nanded, Latur, Osmanabad and Yavatmal. The massive land of 601 hectares was acquired at `630 million on a 95-year lease through a competitive privatisation process undertaken by the Maharashtra Industrial Development Corporation (MIDC), which still remains the principal owner of these airports. Some of these airports had not been used for almost 20 years. The government had already spent `3.39 billion between the years 1995-2007 to develop the five airports, out of which only two operated regular flights. Given that kind of support investment by the government, RADPL seemed to have a great start. One year down, B&E caught up with RADPL top management to find out the progress in the past year, the strategic map charted and the specific challenges of the coming future.

Surprisingly – and positively – RADPL’s development plans involve not only target marketing for each airport, but also support infrastructure development beyond the airport. For example, Reliance plans to develop Baramati as a general aviation hub for corporate jets for an investment of `1 billion in the next three years including a maintenance, repair and overhaul (MRO) facility which will further serve as an alternative to deal with the problems of land and air space congestion in bigger airports like Mumbai. This also includes setting up a four star hotel in Baramati. In Yavatmal Airport, which was set up in 1993, there will be a nucleus for big industrial houses with the facilities of recycling aero parts. At Nanded and Latur, the most active airports, passenger numbers have shot up from almost zero to 3,200 per month and 32 commercial flights per month after the takeover. Nanded is now connected to Delhi, Mumbai, Nagpur and Latur with Go Air even starting Airbus A320 flights on the Delhi-Nanded-Mumbai route with day and night operations. Vidya Basarkod, Business Head and CEO, RADPL tells B&E, “We believe that regional airports are the future of the aviation industry; the concept will surely catch up in the years to come and we are doing our best. A lot has to be done still.” Apart from the airport infrastructure development, RADPL has also set up a Flight Training Academy in Osmanabad by Blu-Ray Aviation to be started in October, 2010 and a contract has been signed for another academy in Nanded.


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 by at
Labels: , , , , , , , , , , , , ,

Friday, December 21, 2012

The Confusing Congress Chimera

 Just a few days ago, I was in Lucknow arguing vociferously with my father-in-law. He is a die hard supporter of Congress and would have cast his vote in favour of Rita Bahuguna Joshi. I personally think the chances of her winning are about as high as Shah Rukh’s Knight Riders winning IPL 2. But then faith and optimism are eternal. In fact, my father-in-law, who is a middle class Bihari settled in U.P. is convinced that there is a strong undercurrent in favour of Congress this time in the Hindi heartland. He is almost wistful when he talks about how the glory days of Congress can come back with Rahul Gandhi by the time the next Lok Sabha elections are organised. I have come across hundreds of such Congress well wishers who are sick and tired of regional parties ‘holding the nation to ransom’. I empathize with them, but can’t help pointing out some hard realities that make the challenge of reviving the Congress so formidable for Rahul Gandhi and his well meaning earnestness.

Here is a list of major states where the Congress can hope to win a lot of seats on its own: Assam, Punjab, Haryana, Rajasthan, Delhi, Madhya Pradesh, Chattisgarh, Andhra Pradesh, Gujarat, Himachal Pradesh, Uttarkhand, Orissa and Karnataka. That works out to about 230 plus seats. Here is a list of states where the Congress cannot hope to win even a few seats without strong regional allies: West Bengal, Uttar Pradesh, Bihar, Jharkhand, Maharashtra, Kerala, Tamil Nadu and J&K. That works out to almost 300 seats. The last time Congress won in Tamil Nadu was in 1967; it was 1967 in West Bengal; 1984-85 in Gujarat, Bihar and Uttar Pradesh; 1991 in Orissa, Madhya Pradesh and Rajasthan and Maharashtra on its own. In the states where the Congress can win many seats on its own, the party already has about 110 out of 130. In the second category of states, the party has about 50 out of 300.

Even a school child will know that it is the second category of states that will be the biggest challenge for Rahul Gandhi and his so called youth brigade. To be able to cross even 200 Lok Sabha seats, it needs to at least double its tally in the second category of states. More importantly, Rahul Gandhi needs to plan and execute a strategy which can help the Congress have even a decent chance of winning a large number of seats on its own in Maharashtra, West Bengal, Tamil Nadu, Uttar Pradesh, Bihar and Jharkhand which send almost 225 MPs to the Lok Sabha. Currently, the Congress has just about 50 representatives from these important states.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , ,

Monday, November 26, 2012

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,

My father’s business...

The IIPM Think Tank analyses Indian Railway in ways you cannot imagine: on why a horizontal journey could end up as a vertical one!

It takes 1 hour and 15 minutes by flight from Barcelona to Madrid while the duration for a train journey for the same by AVE train takes 2 hours 40 minutes. In India, a Kolkata to Delhi flight takes an hour and forty five minutes while the same by the fastest Indian train takes nothing less than 17 hours. That narrates part of the story, the rest follows.

When the Boston Consulting Group had introduced the concept of BCG Matrix consisting of the four types of companies that a group can have (i.e. cash cows, stars, question mark and dogs), never had it thought that the concept of cash cows would be used with so much impunity by a government of a country which has otherwise been loathe to carry on the concept of structural reforms. For long, the Indian Railways (IR) have been nothing but a typical cash cow for the government to propagate a messiah image; and for long, elected members of the Parliament have fought at large to grab this portfolio. The common saying goes that the best way to benchmark the performance of the Railway Minister is find out how many of his community and constituency have made it to Rail department. Nowadays, it’s an unofficial norm and doesn’t even elicit surprise among the media and mass. No wonder that Indian Railways have 14 lakh employees. One wonders if that many are essentially required or if there’s another instance of a company being mentored by so many. Incidentally, the Indian Army has lesser number of personnel.

So, a company that is run by 1.4 million personnel and has a network spanning over 63,000 kilometers, running an estimated 18,000 trains daily to nearly 8,000 stations, should ideally be the lifeline and the most indispensable service provider with an impeccable record to boast about. But is that so in reality? Well, surely, it is indispensable; but not by choice, rather compulsion.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
Posted by at
Labels: , , , , , , , , , , , , , , , ,
Subscribe to: Posts (Atom)