Saturday, September 27, 2008

What about my loan


IIPM - Admission Procedure

The distress of the farmers can be understood through another set of statistics. “About 85% of outstanding debt of cultivator households from institutional agencies was in the interest range of 12 to 20% per annum. On the other hand, 36% of cultivator households’ outstanding debt from non-institutional agencies was at the interest rate of 20 to 25% and another 38% of outstanding debt at 30% and above. This shows the exploitative nature of non-institutional credit market,” stated the Radhakrishna Committee report.

Clearly, the Chidambaram’s loan mela will not help those it is meant for. Experts contend that the Finance Minister could have easily opted for other, more realistic, solutions to help the Indian farmer. Joshi thinks that the existing defaulters should have been made “eligible for another loan with a condition that previous ones will be waived off in case the first few installments of the new loan are paid back in time.” He adds that the government should have focused at long-term solutions to “augment farm incomes and empower farmers so that they are able to repay their loans.” Even Sharma admits that “a new mechanism has to be worked out to bail out farmers who have taken credit from the moneylenders, and crack down on a new breed of lenders, who charge exorbitant interest in the name of micro-finance. The loan waiver package does not address the real causes of growing indebtedness. It has to be accompanied with a road map that ensures that farmers do not pile up more debt in the near future. Or else, future governments will have to go in for yet another loan waiver.”

Others like S.L. Shetty, Director, EPW Research Foundation, believe that such loan melas “create a psychology amongst all classes of indebted farmers (even those who were willing to repay) to not repay their loans in future.” And the final word comes from Amir Ulah Khan, Director, India Development Foundation, who says that “the key to the success of the loan waiver (even in the form that Chidambaram expects) will be in the implementation of the scheme.” But knowing the delivery systems in the case of other welfare schemes in India, we know who will enjoy this Maha-Mela.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Monday, September 22, 2008

HCL’s ‘nano’ ambitions


IIPM : EXECUTIVE EDUCATION

The company launches the smallest and the cheapest laptop

While India is still wondering about the practicality of Tata’s Nano project, another Indian manufacturer HCL has gone ahead and embraced the ‘Nano’ concept. HCL Infosystems has unveiled its MiLeap series, which is supposed to be the smallest and cheapest laptop available in the country. The notebook has a 7-inch LCD screen, weighs less than a kg and has an attractive starting price point of Rs.14,000.

Ajai Chowdhry, Chairman & CEO, HCL Infosystems Ltd. commented on the product, “This revolutionary new range of ultra portable laptops will herald in a new category of computing devices, opening up a wide range of new usage scenarios and application areas.”

Well, HCL’s MiLeap can definitely be called revolutionary when it comes to price. Before the launch of MiLeap, the entry level laptop segment was dominated by companies like Acer, Compaq & Zenith but even these companies were unable to break the important Rs.15,000 price point. While HCL is the first company in the world to launch a laptop at this price point, globally its counterparts are focusing more on performance and design. Recently, Apple launched its super-slim laptop called the Macbook Air. With its innovative slim design and ultra portable features, the ‘Air’ gives the mobile computing a completely new standard. Even Lenovo is revolutionising the mobile computing with its new IdeaPad range of low weight laptops.

With the tech giants realising the growing importance of laptops in daily life, the futuristic technological innovations in the laptop arena are going to be even more exciting.

B&E edit bureau: Neha Saraiya

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Thursday, September 11, 2008

The Queen of Wellness


IIPM : EXECUTIVE EDUCATION

Rajvi Mariwala connects with & understands Marico’s brands. She hopes to create a brand on her own in the future. But can she? BIKRAM KESHARI JENA presents an analysis


Although the pedigree factor is in play here, this 27-year-old gives you the feeling that she wishes to carve out a name on her own. There’s a strong underlying drive in her to become a self-made entrepreneur. Meet Rajvi Mariwala, daughter of Harsh Mariwala, CMD, Marico. So, while one can’t rule out the ‘Born with a Silver Spoon’ marque, one may have to keep it on the side in this case. Unlike the sons and daughters of several industrialists, Rajvi proved her worth before joining the family-owned business. During the first few years of her career, she spent time in other firms and climbed the corporate ladder like any other trainee.

An MBA from the University of Geneva, Rajvi has got the right training to prepare her to run the business. She might be in her twenties but she’s not short of experience. Apart from Marico, she has had stints at the US based Merci Corps North West and Trikaya Grey. In 2006, she joined Marico to shoulder the responsibility of creating new brands and positioning them. In the future, she hopes to create a new and successful brand and she’s willing to learn as well as wait for it to happen. Her ideal leader is her father, who has built one of the fastest-growing niche FMCG companies with an annual turnover of Rs.15.6 billion, which enjoys leadership in most segments that it is present in.

In the past year or so, Marico has initiated a slew of brand acquisitions and product launches, including Fiancee, Nihar, Manjal, and HairCode. Explains Asish Dangi, Analyst, Pinc Research, “The rationale behind the acquisition of Fiancee and HairCode was to enter global markets like Africa and South Asia. The brands are powerful and have given the company an upper hand compared to its competitors. Currently, the company’s growing at 20-25% globally, and this establishes that the brands have been successful. Thanks to Fiancee and Haircode, Marico controls a fifth of the Egyptian market in these respective segments.” Others contend that the strategy behind acquiring Nihar from Unilever India was to kill competition.


For example, when Marico acquired the coconut oil brand Nihar from Hindustan Lever for a total consideration of Rs. 2.27 billion in February 2006, it helped the company to increase its market share by nearly 9%. “The major gain has come in the Eastern India market where perfumed oils from Nihar have helped Marico in gaining an additional market share of over 40%,” as revealed by a recent study.

Stated a recent analyst report: “Marico is riding high on its international business. The journey so far in Bangladesh, Middle East, USA etc. has been very encouraging. We believe that the company’s experiment would continue as far as entry into other geographical regions is concerned.” It added that “Marico has acquired 4 brands in FY ’06, 2 in India and 2 in Bangladesh. These have helped the company achieve tremendous size, volume and market share. Further acquisitions cannot be ruled out, should it appear as a strategic fit to Marico’s portfolio.”

Rajvi has already received kudos for these actions. “Harsh Mariwala is no doubt a great visionary, but the way Marico was growing, it required the zeal of the next generation. Rajvi understands sales and branding well. Although a year is too short to prove her sole contribution, she will do great work with the brands in Marico’s portfolio,” affirms FICCI’s FMCG analyst, who has worked with the family.

As a professional, she’s hell bent to do justice to what the Marico name stands for. Rajvi has inculcated the ‘organisation’ philosophy. She thinks that Marico is about the organization & the team, and any individuals should not be highlighted. This was one reason why she refused to be quoted in this article. One of her colleagues in the division agrees, “Rajvi is very committed and focused, and professional interactions with her are really pleasant experiences.”

Rajvi has started mulling out strategies to strengthen Marico’s brands. According to a recent analysis, “Marico’s biggest strength lies in its brand management, whether regional or national, particularly in a commodity-like business where margins play a hide-n-seek game. Today, most of Marico brands command either leadership or challenger positions in their respective categories and hence enjoy premium pricing resulting in better margins. This also makes it easy to launch new products.”

But she has a long way to go from here. This is a learning experience, and she still works as a trainee. In addition, adverse external factors can spell doom for Marico’s growth strategy. For example, higher tax rates can slow down the sales of premium products. Similarly, an ongoing change in competitors’ strategy can harm Marico. Finally, if Rajvi fails to live up to her father’s expectations and is unable to manage future growth as well as the positioning of Marico’s brands, the company’s future can be a bit clouded. Its wellness can easily be threatened.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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