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

Monday, June 3, 2013

A nation of tax dodgers?

India needs an immediate solution to the tax evasion problem

If filing tax to the government by an individual can anyhow be connected with the degree of patriotism of a person, India presents a dark picture to the world. The Revenue Department recently issued notices to 35,000 assessees who have failed to file I-T returns. Similar notices were sent a few weeks ago to an equal number of people. But the bigger shock was that among those 70,000, only 10,000 felt it necessary to disclose their incomes and filed tax returns in response to the letters. This is putting tremendous pressure on the Revenue Department, which has a target to generate revenue of Rs.5.65 lakh crore under the direct taxes category for the current fiscal year. Evading taxes is more of a norm than an exception in India. Everyone, starting from an individual to a giant corporation, finds it conevenient to cheat the government by evading taxes. This is why in spite of being a country of 120 crore people, there are only 3 crore people who pay taxes. How much does this evasion cost the nation and its economy?

Tax to GDP ratio is a very relevant indicator to understand the strength of an economy. Unfortunately, India scores poorly at it. While 70% of the nation’s income comes from income tax for developed countries, it is only 18% for India. Moreover, the direct tax contribution is 60-65% for rich countries while India gets merely 35%.

That is why India is termed as a ‘poor tax performance’ country, ranking at the bottom even among the BRIC nations in tax collections. However, all this dodging affects the economy severely. According to a research article published by Businessweek, India losses Rs.14 trillion ($314 billion) every year due to tax evasion. For the uninitiated, income tax rate has dropped down to 30% from 97.5% in 1971. In fact, the corporate tax incentives too are diluting our tax collection. For instance, states like Uttarakhand and Himachal Pradesh provide tax rebate for setting up manufacturing units. So many manufacturers open their subsidiaries in those states only to fully exploit the tax benefits. This way, India ends up losing Rs.800 billion every year.

Thus, the government cannot ignore the implications of revenue foregone as a result of tax evasion. There is a need for spreading greater awareness of tax payment. At the same time it has to show people that it is making the right use of the tax collected as people have lost faith in the government and have no idea how the money is spent.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
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
BBA Management Education

Friday, May 10, 2013

How will the ‘Age of Big Data’ affect management?

Will access to Big Data further enable fact-based decision-making or analysis paralysis? Will analytics, as well as the supply of analytics-savvy managers, so badly lag ‘big data’ that it will only lead to confusion and misguided decisions? An exclusive HBS Working Knowledge article.

Ideas and trends converge from time to time in a way that suggests the possible shape of the future. Sometimes I think I can comprehend what they may mean. But other times I know I need help. This is one of those times.

Just two decades ago, we didn’t have Google and other information sources; storage constraints would not have permitted Google to provide everyday access to the ‘world’s information’. If we had had the information, we couldn’t have accessed it effectively anyway. Email systems were not widely available, let alone mobile devices with capacity to access the data. Now the capacity to store and access information through cloud computing is so great that we are entering a post-Google era in which new organisations like Factual (founded by a former Google employee) have set as their goal that of providing access to all of the world’s facts. Presumably this means data such as the location of every factory in the world, data that has not already been massaged and spun. Some facts have to be acquired and organised. Other facts are generated by so-called digital sensors operating worldwide in industrial equipment, autos, and the like. By linking the sensors, an ‘industrial Internet’ can be created. These trends appear to have ‘opportunity’ written all over them, particularly for those who are training now for jobs in data analytics. In addition to less wasteful marketing efforts (we should be able to know, for example, ‘which half’ of advertising is effective, thereby making an old marketing saw obsolete), they should produce more effective business strategies and inject added certainty into the appraisal of opportunities for new business startups. Furthermore, analytics (not the data) should be a source of continuing competitive advantage. In his new book, Charles Duhigg describes how the retailer Target uses data on consumption patterns to discern and address promotions to pregnant customers, perhaps even before they’ve announced their pregnancy to friends (and Target competitors). This is particularly important because pregnancy is one of those life events associated with significant shifts in consumption habits.

A problem is that the shortage of experts in data analytics (some call them ‘data whisperers’) is so acute that it may be years before a sufficient supply can be trained. The McKinsey Global Institute estimates that up to 190,000 are needed now in US, along with 1.5 million managers capable of using their work. The shortage appears to be growing along with the potential for competitive advantage associated with data analytics.

This all raises many questions. Will the age of big data eliminate most or all uncertainty from business decisions for those most able to make effective use of ‘all the facts in the world?’ Will it fuel the next ‘gold rush’ for talent in a quest for competitive advantage? Will analytics, as well as the supply of analytics-savvy managers, so badly lag ‘big data’ that it will only lead to confusion and misguided decisions? Or is this just the latest management fad? How, if at all, should this affect education for management? What do you think?


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
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
BBA Management Education



Tuesday, May 7, 2013

Indira Gandhi’s proudest moment: Victory of 1971

Events that led to the surrender of the Pakistani forces in 1971, saw Indira Gandhi earning the name of ‘Iron Lady’. Her uncompromising attitude won India a war that even four decades later, is highlighted in history books as event that made India proud of its empathetic foreign policy and powerful armed forces

Forty one years ago on December 16, 1971, the Pakistan Army – under the-then the commander of the Eastern Command of Pakistan, Lt. Gen. A. A. K. Niazi – surrendered to the Indian Army at the Dhaka Racecourse (also known as Ramna Racecourse ground) in Bangladesh. The surrender of the Pakistan army – before the-then commander of the Eastern Command of India and the General Officer Commanding-in-Chief of the Indian and Bangladeshi forces, Lt. Gen Jagjit Singh Aurora – was a landmark event that will be remembered as one of India’s most glorious moments. Also, India’s victory over Pakistan and the birth of Bangladesh (the erstwhile East Pakistan) have gone down in history as the-then Indian PM Indira Gandhi’s biggest achievements.

The victory of India over Pakistan in the war of 1971 has been one of the most successful wars ever fought in the history of democratic India. It became a shining example of how resolute leadership at the political and military levels can bring desired results. This war not only resulted in the surrender of 93,000 prisoners of war but also brought a new country into existence. What was so special about this episode? It happened to be the only instance that saw a new nation being born as a result of a war between other nations.

In many ways, it was the 1971 victory that made Indira Gandhi the icon that she is today. It was also a time of some hardcore nationalistic diplomacy during a time when the whole world had turned against India for its decision to go ahead with the war. The United States had exercised an enormous amount of pressure to avert India’s attack and even threatened India with dire consequences. But Indira Gandhi chose to ignore it.

Under Indira Gandhi’s leadership, India provided shelter, food and medicines to about 10 million people who in their attempt to escape attacks by the Pakistani army, fled East Pakistan to flock to the states of West Bengal, Tripura, Meghalaya and Assam. India extended full support to the Bangladeshi freedom fighters providing them arms and training facilities. India sent its troops to fight against the Pakistani forces under a Joint Command with Bangladesh – at the fag end of a nine month-long war that put Bangladesh on the world map. The success was achieved with the support of civilians and well-organised rebels under the ‘Mukti Bahini’. Indira Gandhi’s stand was also solidly backed by the erstwhile Soviet Union.


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

Tuesday, April 30, 2013

Adapting to climate change is key to food security

The impact of climate change on people and food systems is already being felt in more ways than one. To help vulnerable people cope with the effects of climate change, government needs to come up with strategies and adaptation measures that can minimise the risk. But the ground reality tells a different and deplorable story.

The impact of climate change is unfolding at a pace that’s much quicker than is being predicted. The risks of climate change loom ever more imminent for a country like India, where 70% of its agriculture is rain-fed and totally dependent on the vagaries of monsoon. Considering that over 65% of our 1.2-billion population depend on agriculture for a living and because people involved in agriculture tend to be poorer as compared to urban residents, the impact of climate change on the agriculture sector is far reaching with significant repercussions for our economy.

Various studies have shown that over 80% of farmers in India – who are mainly small and marginal farmers and contribute about 50% of the total crop production of the country – will be the most affected by climate changes. A World Bank report says incomes on the small rain-fed farms in Andhra Pradesh could decline by 5% under modest climate change and by over 20% under harsher conditions, bringing farmers closer to, and in many cases, under the poverty line. The report, while making a strong case for a shift in agricultural systems in order to overcome future climate change pressures, warns that if suitable measures are not acted upon to address the impact of climate change, the consequences would be grave and widespread. The report states that under the climate change scenario, sugarcane yields are expected to decline considerably (by nearly 30%) in Maharashtra, as a result of increased moisture stress caused by warmer climate in the future.

According to Germanwatch’s Global Climate Risk Index, India ranked 7th amongst the most affected countries on the parameter of extreme weather conditions between 1990 and 2008. None of the developed countries figure in the ten most affected countries’ list, which points to the fact that it is the poorer countries like India and Bangladesh (ranked #1on the Climate Risk Index) that are most vulnerable to climatic risks. For example, over the last 100 years in the state of Odisha, 49 years have seen floods, 30 have seen droughts, and 11 faced other extreme weather events like cyclones. Another study has shown that the number of villages in India experiencing drought is increasing. For example, in the state of Gujarat, only 2,000 villages experienced drought in 1961, but by 1988, over 145,000 villages were affected.

Although agriculture contributes only 20% to the GDP of Indian economy, its significance in terms of sustaining large swathes of population cannot be overstated. About 70% of the Indian population still live in rural areas where agriculture provides the only source of income and livelihood. Most of the rural folk live off small farms that are dependent on timely and sufficient rainfall during the monsoon months between June and September. However, with the changing climate, rainfall patterns have become erratic, leaving farmers exposed to the risks of drought and floods. “The agriculture sector in India is already facing problems relating to sustainability. To those daunting challenges, climate change adds further pressure on agriculture, adversely affecting the poor,” says economic expert S.K Dutta. “Climate change is already affecting the ecology and depleting the levels of soil fertility. Add to that the practices of over-drawing of water, decreasing forest covers and over-usage of pesticides and manures, which in turn adversely affect soil produce over the long term, and you get a very grim outlook for the future,” he adds. Experts have estimated that every one degree rise in temperature is likely to lead to a 5-10% decrease in crop yields. Thus, rice production in India could decrease by almost a tonne/hectare if the temperature goes up 20 degree Celsius, while each 10 degree rise in mean temperature could cause wheat yield losses of seven million tonnes per year.

When crop yields are adversely impacted by changes in the climate, it becomes almost unavoidable to keep food price inflation under leash. Already, shortage of food grains due to flood and drought in several parts of India is a big factor in food price inflation, which the country has been grappling with in recent months. Food price inflation stood at an uncomfortably high 9.94% in March this year, the most recent month for which figures were available when this story went to press. The most worrisome part of food price inflation is that it pushes marginal sections of the society, including poor farmers, under greater duress. A study by the Asian Development Bank states that at current levels of increase in food prices, India’s poor were likely to increase by 2.9% and 2.1% in the rural and urban areas respectively.


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

Wednesday, April 24, 2013

The next ‘Red’ wave!

‘Multi-polar world order, political dynamics, economic transformation’ – if you’ve had enough of all these terms and want to understand China, then this is the book that can help without taking a toll on your head

When Fareed Zakaria (in his book The Post American World) says that we are moving towards a multi-polar world wherein America will have to factor in the position of countries like China and India, then it must mean something. There are hundreds of authoritative commentators out there writing about the rise of China. Unfortunately, most of them are based out of China. So what we generally get to read is a ‘view from the top’. From that perspective, Shaun Rein’s The End of Cheap China: Economic & Cultural Trends That Will Disrupt the World comes across as one of those rare, reliable handbooks that one can pick up to actually understand how China has become one of the world’s most influential economic and political centres in a short span of time, and where it’s headed from here on. As a writer, he attempts to answer what everyone is wondering, “What is China evolving into and what does that mean for the rest of the world?” What makes Rein’s book the real deal is his background. He first came to China as a teenager in the 1990s when the government was pushing for a major privatisation of the economy. At that time, the market was inefficient: buying a plane ticket was a nightmare and fresh milk was non-existent except for in 5 star hotels. More interestingly, members in his wife’s family were personal friends with Zhou Enlai and Mao. This helps Rein in portraying the dynamics of the relationship between China’s masses and governments. Additionally, he is able to draw on inferences from data compiled by his market research firm over a decade. When you have access to such insights, something compelling is bound to come forth. In the book, he interviews billionaires, senior government officials, poor migrant workers and even prostitutes to track China’s changes. There are chapters on modern Chinese women, lessons from China’s sex industry, and how Chinese demand for commodities will cause tension with the rest of the world. Rein goes on to analyse how companies can benefit from these changes and argues that China will successfully make the transition to a modern developed economy. If you happen to be a businessman who wants set up operations in the Mainland but don’t know much about the country, this book is a good place to start.


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

Friday, April 19, 2013

Yamaha: Can it fire on all cylinders?

The Japanese bike maker plans to take its sales in India to a million bikes in another two years, but its ambition could come a cropper if it fails to rack up volumes in the base segment.

Ask Hiroyuki Suzuki, MD & CEO, India Yamaha Motor, about his plans of relaunching the once iconic RX100 brand in India and you find his face crease into an impish smile. In case you haven’t caught on and are still waiting for more pronounced cues, he goes on to gently shake his head. For legions of bike lovers, during the 1980s and the ’90s, the RX100 was the hottest bike in town, and the brand continues to evoke a warm nostalgic memory even 15 years after it went off the shelf.

However, a lot of water has flown under the bridge since Yamaha took the RX100 off its production lines. Subsequent models like RXG, RX-135 and RXZ failed to live up to the promise generated by the superb RX100. While these brands failed to make a splash, competitors like Hero Honda and Bajaj Auto kept relentlessly jockeying up their market share. Around 2006, things had turned downright bleak for the Japanese bike maker and it was losing money by the barrel. As per various market reports around this time, Yamaha incurred losses to the tune of Rs.10 billion in the last six years and it was seriously considering pulling out of India altogether. But thanks to its heady success earlier, Yamaha’s Japanese headquarters decided to give the second-fastest growing market in Asia a second shot.

In 2007, soon after launching superbikes like R1 & MT01 in the Indian market, Yamaha turned to what it is best known for – making motorcycles that are technologically ahead of their times in terms of styling, performance and features. Products like R15 and FZ series were launched in the Indian market. Their initial success spurred Yamaha to continue with its game plan of introducing models that successfully attract the Gen-Y biker. As a result, in subsequent years, Yamaha launched products such as Fazer, FZ-S, SZ-R and others. Today, the company sells 14 models in the Indian market and claim that it has over 15% market share in the premium motorcycle segment. The overall market share of Yamaha in India is just around 3% even today, but considering the intensified competition in the Indian two-wheeler segment, the comeback plan has worked well for the company so far.

Continuing with its quest to pump up sales, Yamaha posted a growth of 32% in domestic sales during August 2011 as compared to its sales in August last year. The company registered sales of 29,934 units in August 2011 as against 22,683 units in the same month last year in the domestic market. The overall sales recorded were 39,490 units in August 2011 compared to 30,461 units in August 2010, a growth of 30%. But Yamaha is hungry for more and is making redoubled efforts to push its sales further. MD Suzuki claims that Yamaha will be able to tot up sales of 530,000 units in 2011 out of which around 360,000 units will be sold in the domestic market while it is looking to export over 170,000 units. Next year, the company’s target is to sell over 650,000 units and scale it up to a million by the end of 2013.


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

Monday, April 15, 2013

Ranbaxy’s cookie – will it crumble?

Much of Ranbaxy’s fortunes is riding on the way its impasse with the USFDA over Lipitor generic sales pans out. The timely resolution of the dispute can make a big difference for India’s largest drugmaker – between making a fortune and being content with making a living. Caution: November is fast-approaching.

The feelings run both ways. Indian generic drugmakers exporting to US are salivating over a goldmine of opportunity worth $96 billion that is expected to come their way from drugs going off-patent between 2011 and 2013. Also, governments the world over – US, Europe and Japan, as also fast-growing markets such as Brazil, Russia, India, China, Turkey, Mexico and South Korea – are pushing for cheaper, generic drug equivalents. But the bumper bonanza in generics may still slip from the grasp of Indian pharma companies because of quality concerns and the underlying fear of possible litigation. Not a pleasant sight.

Indian drug firms, which account for about a third of US applications for approval to sell generics, could add $2 billion to $2.5 billion to their US market sales over the next five years, doubling their revenue from the country, according to Morgan Stanley. Though the outlook for Indian companies looks good due to continued demand for generic drugs – or chemically similar versions of original medicines – ratings agency Fitch singles out regulatory concerns and litigation as a key risk. The US Food and Drug Administration (USFDA) has in recent times raised regulatory concerns and quality issues of varying degrees of seriousness with regard to a host of Indian companies, be it Ranbaxy, Claris, Sun Pharma or Lupin. With Ranbaxy, for instance, which stands to gain the maximum from original drugs going off-patent thanks to its licence to sell the generic version of Lipitor – Atorvastatin in the US market, quality issues have dogged the company from late 2008, just after it was acquired by Japanese drug major Daiichi Sankyo in a $4.6-billion deal earlier in the same year.

For Ranbaxy, the ghost of its regulatory problems with the USFDA still remains to be exorcised. India’s largest pharma company by sales (Rs.81.47 billion during FY2010) with operations in 46 countries has been facing a regulatory clampdown from the American drug regulatory body (USFDA) for about three years now, which has affected its prospects for launching products in the US market. This is how it started. In 2008, Ranbaxy had sealed an agreement with Lipitor’s original maker Pfizer and obtained from it a licence to sell a generic version of Lipitor in the US market from November 30, 2011. Due to its first-to-file status with the USFDA, Ranbaxy also got the exclusivity right on the drug for 180 days before other manufacturers can introduce their versions of the drug in the US market. But late that year, a bomb fell on Ranbaxy. The USFDA imposed a ban on import of the company’s 30 generic drugs, after two of the company’s manufacturing facilities in Dewas and Paonta Sahib failed on quality parameters. This run-in with the USFDA has led to a delay in the approval of the drug copy of Lipitor, a blockbuster drug for lowering cholesterol.

With clouds of doubts hanging heavily on Ranbaxy’s Lipitor gambit, investors are getting edgy and the company’s earnings have fallen in recent times. In the second quarter ended June this year, Ranbaxy posted a 25% drop in quarterly profit, hurt by slowing overseas sales and rising costs. In Europe, the company’s growth has been sluggish given the pricing pressure in most countries of the continent.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
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

Saturday, April 13, 2013

The Best a man can get?

When P&G bought Gillette for $57 billion in 2005, it earned Criticisms galore. Six years later, The Brand has already added $32 billion to P&G’s kitty. If Gillette’s India Market Performance improves fast, the coffers will only swell further. And there are signs of that happening.

The electric shaver and the safety razor have cut deep into the American and European markets but many Indians still strop their own razors or visit a barber for a shave. In fact, as per a CII official, over 50% of India’s 600 million males shave outside their homes in salons. Naturally, for Gillette, the world’s top razor-blade maker, India is a highly attractive market with a vast potential. Indian men on an average shave only 2.5 times a week, far lower than, say, Koreans and Japanese. But cracking this market, especially the mass segment, is not proving to be easy for Gillette. Years of conventional marketing and advertising have won it a premium brand image, but Gillette lags behind rivals in India because consumers can’t afford to buy its flagship products. So while it dominates the Rs.10 billion blades and razors category at the top-end of the market, family-owned Indian companies such as the Houses of Malhotra and Vidyut dominate the mass market.

Gillette India’s revenue of Rs.8.52 billion for FY2009-10 (July ‘09 to June ‘10) looks healthy given that it contributes to 19.4% of its parent Procter and Gamble’s India business (which amounts to Rs.44 billion). But Gillette’s India glory-tale is chicken-feed when compared to the brand’s global revenue of roughly $8 billion! Understood that the brand globally contributes to a much lower 10.13% of the total sales of P&G, but the fact that India contributes just 2.37% of Gillette’s total revenue invites nothing less than shame for a 28 year-old brand. Across the world, Gillette accounts for about 70% of the razors and blades sales, but in India, it has failed to live up to its spectacular global performance. And even though it is currently the market leader in the five billion-units-a-year razors and blades market in India with roughly 40% share, its performance here pales in significance to its global dominance. Just 10% of Indian men who shave use Gillette blades, compared with about 50% worldwide.

Gillette’s personal care products – shaving systems and cartridges, razor blades, toiletries, and shaving brushes – represent what the company is all about in India. The category accounts for a little over Rs.6 billion in sales – 70.42% of all that the company rustled up sales-wise during its last accounting fiscal (ended June 2010). Next in the pecking order is oral care, comprising toothbrushes and other oral care products. This division brought in sales of Rs.2.2 billion or 25.82% of all sales. Then there is the portable power products division, made up of battery sales, which rang in 3.76% of its sales.


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

Friday, April 12, 2013

One in Every 10 Workers in India is a Child

The Observance of The World Day against Child Labour on 12th June has Brought back a Host of Issues behind this Social and Economic Malady. What are we doing about Child Labourers? Will The Practice Entrench itself into Perpetuity or can it be Wiped Out?

Child labour - defined as work that harms, abuses and exploits a child (aged between 5-14) or deprives a child of an education - is an ugly reality of life in India as it is in many other parts of the developing world. It is usually characterised by low or no wages, long hours, dangerous and unhealthy conditions and lack of physical and social security. The other is that these children are deprived of freedom, childhood, education, fun and play, and natural development. An official Government of India report states that child labour is ‘economically unsound, psychologically disastrous and physically as well as morally dangerous and harmful… Working children are denied their right to survival and development, education, leisure and play, and adequate standard of living, opportunity for developing personality, talents, mental and physical abilities, and protection from abuse and neglect.

India has the dubious distinction of employing the largest number of child labourers in the world. There are between 60 and 115 million working children in India - the highest number in the world (Human Rights Watch 1996 ) - with a majority of them engaged in hazardous activities like working with dangerous machinery, sharp tools and loads they are not strong or mature enough to handle. Carpet making factories, glass blowing units, matchsticks and fireworks manufacturers employ child labourers in thousands. Glass and bangle making units alone are estimated to employ over 70,000 working children.

Why is child labour so prevalent in India? Poverty is the obvious reason though not the only one. According to a 2005 World Bank estimate, 41.6% of the total Indian population falls below the international poverty line of $1.25 a day. Child labour is therefore looked upon as a source of income for poor families. A study conducted by the ILO Bureau of Statistics found that “Children’s work was considered essential to maintaining the economic level of households, either in the form of work for wages, of help in household enterprises or of household chores in order to free adult household members for economic activity elsewhere.” In some cases, the study found that a child’s income accounted for between 34% and 37% of the total household income.

The International Labour Organisation points to a strong correlation between income levels and child labour across countries, with poor countries registering high rates of child labour. According to government figures (Census 2001), over 53% of the child labour in India was accounted for by the five states - UP, AP, Rajasthan, MP and Bihar. Karnataka, Maharashtra and West Bengal together had about 20% of the child labourers in India.

Another cardinal reason for child labour is the lack of access to education. In some areas, education is not affordable, or is found to be inadequate. With no other alternatives, children spend their time working. Besides poverty and lack of education, there are also other factors that indirectly promote child labour in India. These include: Parental illiteracy, social apathy, parental ignorance regarding the bad effects of child labour, exploitation of cheap and unorganised labour, family practice of teaching traditional skills to children and ineffective child labour laws in terms of implementation.

In attempting to cure this social malaise, many developed countries have stopped importing any product from the developing countries that may have used child labour as an input. But the question arises whether banning goods made up of child labour is the remedy. Trade bans on goods produced by child labour have often had the unintended effect of forcing the children into other paid work at a lower wage and a more demeaning work condition.


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

Sunday, April 7, 2013

Forward march to revisit past fallacies!

Instead of taking a close look at its own policies that led to the recent public agitations, The government is now looking at ways to attack freedom of press, just for being the carrier of bad news.

Prime Minister Manmohan Singh on August 30 announced the setting up of a group that will specifically deal with regulating the media in order to make it more accountable. The decision was taken at a cabinet meeting, which saw some adamant pressure from members who were upset with the way the media covered the anti-corruption agitation of Anna Hazare. According to sources, there was also a strong belief among a majority of the PM’s colleagues that the entire movement was actually fuelled by the media. In the wake of these developments, the government is now looking to devise ways and means to address the issue by curtailing exaggerations in press reports. Some of the ministers have even been critical of the ‘anti-government’ slant in the coverage, and have been pressing for curbs both in the Cabinet meeting as well as in the newly-constituted Group of Ministers (GoM) on media and paid news. The composition and powers of the group are not clear yet. Interestingly, the government says it wants to put curbs on the media without curbing the freedom of the press.

The last time that India witnessed a regime of media censorship was in the 1970s when Indira Gandhi had imposed emergency rule in the country. The suspension of all civil and political rights soon followed and so did political censorship. In fact, this continues to be the only dictatorship that modern India has ever witnessed till date. To be fair, the recent move by the present government cannot be compared with the Emergency, but the agenda to control free speech looks alarmingly similar and, as experts put it, deplorable and regressive.

The Anna Hazare movement is not the first instance where the government failed to gauge public sentiment. Neither is this the first instance that the government has tried to curb the freedom of the press. In 2007, the government came out with a draft Broadcasting Services Regulation Bill, tagged as the country’s ‘most sweeping attempt to infringe on free speech’. Serious concerns were voiced on the belief that live telecast of the 26/11 Mumbai strikes had helped the Pakistani terrorists. The government had then proposed restrictions on live telecast of such emergency situations, permitting only “authorised feeds” to be telecast. The proposed law, which is still under consideration, is actually the result of a Supreme Court decision in 1995 when the court mediated a dispute over telecasting rights of a live cricket match. The court deemed India’s airwaves a scarce resource and “public property”, which should not be monopolised by the government or private broadcasters, but regulated for national interest. The Apex court recommended that the government create an independent statutory body to act as the custodian of airwaves. The proposed move saw some stiff opposition from media agencies who took up the matter with the PM. In their representation, the editors said the proposed measures to “gag the electronic media” had caused immense disquiet in the journalistic fraternity and among all those who believe in the right to freedom of expression.
 

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

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Monday, April 1, 2013

Ravages of substance abuse: economic costs and implications

Substance abuse as a Societal Issue not just has an Adverse Impact on Individuals and Stakeholders, but also Impacts Organisational Performance in ways Unimaginable. There has been no formal Approach to Addressing this ill, but recent initiatives might Succeed in Working out a model that appeals to The Business fraternity as well.

Do you have any idea how much economic and social damage is caused by substance abuse? And are you aware of how much could be done to address the problems if only the business opportunities inherent in finding solutions were better developed and more widely known?

The social and economic costs
Think about the distribution pertaining to the severity of substance abuse in India. It ranges from low to high, with a large proportion of the population in the category of those with little or no use, the lowest level of severity, and with no need for any sort of special treatment. In the US, this category includes roughly two thirds of the population. At the high end are alcoholics and addicts whose problems have been diagnosed and are under going treatment. This is a very small proportion of the population, less than 1% in the US. In between these two extremes, however, are two other groups – those who would be diagnosed clinically as being dependent but who are not receiving treatment and many more whose alcohol and other substance use – though not addictive — is significantly harming their ability to function soundly. You would be surprised at how much of the population falls into these two categories. In the US, for example, some 24 million people are dependent but are not receiving treatment, and another 60-70 million people are not clinically dependent but fall into the category of “harmful use”, i.e. their use of substances has harmful effects not only on themselves but also on those around them. While, we don’t have reliable information for India, we suspect that the proportions are not too dissimilar, with somewhere around one-third of the population needing or standing to benefit from treatment but not receiving it.

Now stop and think for a moment about how substance abuse affects people’s performance in the workplace. Not only are employees less productive than they might otherwise be, but the probability that they will have accidents in the workplace increases and their impact on their fellow employees reduces overall productivity. And these are the people whose level of substance abuse is moderate; despite their involvement with alcohol or opiates, they are able to hold down a job notwithstanding their absenteeism and diminished productivity. They fall into that category described above called “harmful use”. What if there were interventions that employers could use to help them reduce their involvement with substances? How big would the economic payoffs to the companies be? Were they to receive treatment, we can hypothesise that not only would they be more productive in the workplace, they might be more effective in other roles they play in their families and communities. And finally, what about those people who would be defined clinically as dependent and who need treatment but are not currently getting any? What are the costs, economic and otherwise, to Indian society? Estimates of the economic costs alone run into tens of billions of dollars or 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

Thursday, March 28, 2013

A Question in Time... of Time!

In This well Entrenched analysis, B&E’s Angshuman Paul goes Inside The Legacy Organization of Emami and breaks down Various Issues The Group is Addressing... most to do with Succession Planning and Strategic Orientation.

When you visit the Kolkata Head Office of Emami Group at EM Bypass, you get an immediate feel of a penchant for tradition. Exactly 15 large statues (or statuettes, if you may) of the elephant God Ganesha jump out to catch your attention in the lobby of Emami’s corporate office. It’s obvious that they’ve been placed in that order to make a very definitive point to the critical visitor – and a point that reaffirms the essence of this organization, the family way of doing business. It’s quite obvious that this penchant is as prevalent in the management philosophy of the corporation, from the structure, to leadership, to the way span and scope of control has been built, and obviously, to how succession planning has been laid out in this well and truly Indian corporation.

Entrepreneurship Professor John Davies at Harvard Business School wrote in one of his papers that “in family businesses (companies whose ownership is controlled by a single family)... the lack of effective governance is a major cause of organizational problems.” Strangely, however much the world of self-fulfilling analysts and business correspondents like I might wish to the contrary, Emami seems to be an anti-thesis to John Davies’ argument, the outlier, or the exception that remains as a symbol of positive performance for statistical distributions. Emami has remained committed through decades to governance benchmarks that have promoted and encouraged transparency, open communication and almost a matrix approach to behavioural management.

At the same time, unlike their rival company Dabur, which has been particularly keen on trying out almost each and every new jargon in the stream of professional management, Emami has stuck steadfast to the belief that the family-way to run a business, is the right way. Uniquely, theirs is a closely knit group despite the business currently being run by the children of the two founders – R. S. Agarwal and R. S. Goenka – who are in fact unrelated by blood, though they have an identical first name of Radhe Shyam, and apparently even schooled together.

From the early 1970s, when Emami started manufacturing cosmetic products from just one small factory in Kolkata and distributed products through hand pulled rickshaws, today, when Emami is in a position to create products that can be game changers in the Indian FMCG world, the growth has been superlative – some opportunistic, some opportune. For example, when Fair & Handsome was launched, the first year generated Rs.270 million, and resultantly created a market of men’s fairness creams worth Rs.2 billion. Today, the Emami brand occupies a turnover of around Rs.1 billion, purely driven by a well timed opportune exploitation of the Indian male’s cosmetic sentiments. At the same time, Navratna and Boroplus are the undisputed front runners for the company at an annual turnover of Rs.3 billion each. Today, the company has factories in Kolkata, Abhoypur, Amingaon, Panthnagar, Baddi, Dongri, Silvassa & Vapi. From undertaking exercises in brand extensions, the company has now set up an R&D division, which spends about Rs.400 million on research into FMCG products. It is now increasing presence by at least 10,000 stores per year. If that’s how family-businesses are run, then perhaps the anti-thesis to Davis’s theorem is truer in India than the truism purported in his original conjecture.


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

Monday, March 25, 2013

B&E This Fortnight

INTERNATIONAL
ECONOMY & BUSINESS STRATEGY

GOOGLE 2.0

In what is considered to be a strategic shift in its boardroom, Larry Page, Co-founder & President of Google Inc., is set to assume charge of the Mountain View giant as CEO, starting April 1, 2011. Eric Schmidt, who had been playing the business-brain of the company since 1999, will continue as Executive Chairman and will focus primarily on strategic deals & partnerships, broader customer & business relationships and government outreach. This critical decision comes right after the announcement of its financial results for the quarter ending December 2010, in which the company reported GAAP net income of $2.54 billion, a rise of 28.93% when compared to the same period the previous year. Revenues stood at $8.44 billion, representing a y-o-y increase of 26%. This change in management seems to signal that even the management has now realised that in order to keep pace with the manner in which Google is venturing into newer arenas, it has to get newer and younger thoughts into its boardroom. Apart from the search engine business, the Silicon Valley based giant is betting big on the Android OS, YouTube and a secret project which will be a direct competitor to Facebook. A mutated DNA will pose some big challenges. Can Page work out an integrated plan to make the $195 billion giant bigger?

Third time ‘unlucky’!
How does it feel like losing a CEO whose very look confirms that he was responsible for a 264% rise in value of your stockholding in just the past two years? This story is of Steven P. Jobs, who has taken yet another break from Apple – his second since 2008. Though many experts claim that he will be back in few months, and that COO Tim Cook’s appointment as acting CEO is only a temporary affair, this time, the fears of Jobs’ end as CEO, have intensified. The last time when he took a break, Jobs was back in time for the iPad launch. However, this time around, shareholders and analysts alike are more apprehensive about his return. Apple has no blockbuster launches lined up for 2011, except a modified second version of the iPad (the iPad 2). In fact, the tech giant only plans to make minor modifications to its existing line of products. When news of Jobs’ leave became public, Apple’s stock crashed by 8% on NASDAQ, when trading opened the day following the announcement on January 17, 2011. Will Jobs be back? Will Apple’s market value fall in his absence? Will Apple a company that was once “too big to fail” become one “too big to save”? Questions that only Jobs can answer and time can prove.


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