HDFC Bank Limited

Posted by Indraneel

HDFC Bank is a commercial bank of India, incorporated in August 1994, after the Reserve Bank of India allowed establishing private sector banks. The Bank was promoted by the Housing Development Finance Corporation, a premier housing finance company (set up in 1977) of India.

Tata Consultancy Services

Posted by Indraneel

Tata Consultancy Services Limited s a software services and consulting company. It is Asia's largest provider of information technology and business process outsourcing services. The company is listed on the National Stock Exchange and Bombay Stock Exchange of India

Colgate Palmolive

Posted by Siddharth

Colgate Palmolive is an American diversified corporation focused on the production, distribution and provision of household, health care and perso19nal products, such as soaps detergents and oral hygine products.

Reckitt Benckiser

Posted by siddharth

Reckitt Benckiser (RB) is a global consumer goods company, making and marketing home,health and personal health care products. The comapny's strategy is to have a highly focused portfolio concentrating on its 17 most profitable brands, which were responsible for 62% of net revenues in 2008. The brands which RB refer to as powerbrands are: Vanish, Finish, Calgonite, Air Wick, Dettol, Veet, Clearasil, Gaviscon and Nurofen.

Industrial Development Bank of India Ltd (IDBI)

Posted by Siddharth Roy

The Industrial Development Bank of India Limited commonly known by its acronym IDBI is one of India's leading public sector banks and 4th largest Bank in overall ratings. RBI categorised IDBI as "other public sector bank".

Council of Ministers:Govt of India

Posted by Indraneel On Monday, October 12, 2009 0 comments
Serial Number Portfolio Name of Minister
1. Prime Minister and also In-Charge of the Ministries/Departments viz:
Ministry of Personnel, Public Grievances & Pensions;
Ministry of Planning;
Ministry of Water Resources;
Department of Atomic Energy; and
Department of Space
Dr. Manmohan Singh
2. Minister of Finance Shri Pranab Mukherjee
3. Minister of Agriculture and Minister of Consumer Affairs, Food & Public Distribution Shri Sharad Pawar
4. Minister of Defence Shri A.K. Antony
5. Minister of Home Affairs Shri P. Chidambaram
6. Minister of Railways Km. Mamata Banerjee
7. Minister of External Affairs Shri S.M. Krishna
8. Minister of Steel Shri Virbhadra Singh
9. Minister of Heavy Industries and Public Enterprises Shri Vilasrao Deshmukh
10. Minister of Health and Family Welfare Shri Ghulam Nabi Azad
11. Minister of Power Shri Sushil Kumar Shinde
12. Minister of Law and Justice Shri M. Veerappa Moily
13. Minister of New and Renewable Energy Dr. Farooq Abdullah
14. Minister of Urban Development Shri S. Jaipal Reddy
15. Minister of Road Transport and Highways Shri Kamal Nath
16. Minister of Overseas Indian Affairs Shri Vayalar Ravi
17. Minister of Textiles Shri Dayanidhi Maran
18. Minister of Communications and Information Technology Shri A. Raja
19. Minister of Petroleum and Natural Gas Shri Murli Deora
20. Minister of Information and Broadcasting Smt. Ambika Soni
21. Minister of Labour and Employment Shri Mallikarjun Kharge
22. Minister of Human Resource Development Shri Kapil Sibal
23. Minister of Mines and Minister of Development of North Eastern Region Shri B.K. Handique
24. Minister of Commerce and Industry Shri Anand Sharma
25. Minister of Rural Development and Minister of Panchayati Raj Shri C.P. Joshi
26. Minister of Housing and Urban Poverty Alleviation and Minister of Tourism Kum. Selja
27. Minister of Food Processing Industries Shri Subodh Kant Sahay
28. Minister of Youth Affairs and Sports Dr. M.S. Gill
29. Minister of Shipping Shri G.K. Vasan
30. Minister of Parliamentary Affairs Shri Pawan K. Bansal
31. Minister of Social Justice and Empowerment Shri Mukul Wasnik
32. Minister of Tribal Affairs Shri Kantilal Bhuria
33. Minister of Chemicals and
Fertilizers
Shri M.K. Alagiri


President of India: Smt. Pratibha Devisingh Patil
Vice President of India:Shri Mohammad Hamid Ansari
Lok Sabha Speaker: Smt. Meira Kumar
Rajya Sabha Chairman: Shri Mohammad Hamid Ansari
Chief Justice of India:K.G.Balakrishnan

For more information go through the following:
http://india.gov.in/govt/whoswho.php

BLUE OCEAN STRATEGY

Posted by Siddharth Roy On Monday, September 21, 2009 1 comments



Welcome to the depths of the ocean...an ocean which have been created by strategies. The book Blue Ocean Strategy is the brain child of W. Chan Kim and Renee Mauborgne. The authors tries to segregate the markets into two parts the first being the Blue Ocean and the latter being the Red Ocean. Blue Ocean Strategy is a way to make the competition irrelevant by creating a leap in value for both the company and its customers. The terms red and blue oceans to describe the market universe. Red oceans are all the industries in existence today—the known market space. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of existing demand. As the market space gets crowded, prospects for profits and growth are reduced. Products become commodities, and cutthroat competition turns the red ocean bloody. Hence, the term “red” oceans.


Blue oceans, in contrast, denote all the industries not in existence today—the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored. Like the “blue” ocean, it is vast, deep, powerful, in terms of profitable growth, and infinite.
But the question here lies that how does blue ocean strategy fundamentally differ from red ocean strategy?
To sustain themselves in the marketplace, red ocean strategists focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of a finite market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. They focus on dividing up the red ocean, where growth is increasingly limited. Such strategic thinking leads firms to divide industries into attractive and unattractive ones and to decide accordingly whether or not to enter. Blue ocean strategists recognize that market boundaries exist only in managers’ minds, and they do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on creating innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost. Under blue ocean strategy, there is scarcely an attractive or unattractive industry per
se because the level of industry attractiveness can be altered through companies’ conscientious efforts. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.

Blue and red oceans have always coexisted and always will. Practical reality, therefore, demands that companies understand the strategic logic of both types of oceans. At present, however, competing in red oceans dominates the field of strategy in theory and in practice. Part of the reason traces back to the historical foundation of business strategy—war—where territory is defined and limited and opponents compete to protect and enlarge their share of limited and existing terrain. This focus on beating the competition in existing market space was exasperated by the meteoric rise of the Japanese in the 1970s and 1980s. Faced with mounting competition in the global marketplace as, for virtually the first time incorporate history, customers were deserting Western companies in droves, the center of strategic thinking gravitated further towards the competition. A slew of competition-based strategies emerged which argued that competition is at the core of the success and failure of firms, and that competition determines the appropriateness of a firm’s activities that can contribute to its performance.

What BLUE OCEAN STRATEGY seeks to do is to make the creation and capturing of blue oceans as systematic and actionable as competing in the red waters of known market space. For although blue ocean strategists have always existed, for the most part their strategies have been largely unconscious. Blue ocean strategy seeks to remedy this by not only decoding the pattern and principles behind the successful creation of blue oceans, but also providing the ana lytical frameworks and tools to act on this insight.

Now let us understand the fact that whether this strategy is actually helpful or not in the present context.

Prospects in most established market spaces—red oceans—are shrinking steadily. Technological advances have substantially improved industrial productivity, permitting suppliers to produce an unprecedented array of products and services. And as trade barriers between nations and regions fall and information on products and prices becomes instantly and globally available, niche markets and monopoly havens are continuing to disappear. At the same time, there is little
evidence of any increase in demand, at least in the developed markets, where recent United Nations statistics even point to declining populations. The result is that in more and more industries, supply is overtaking demand. This situation has inevitably hastened the commoditization of products and services, stoked price wars, and shrunk profit margins. According to recent studies, major American brands in a variety of product and service categories have become more and more alike. And as brands become more similar, people increasingly base purchase choices on price. People no longer insist, as in the past, that their laundry detergent be Tide. Nor do they necessarily stick to Colgate when there is a special promotion for Crest, and vice versa. In overcrowded industries, differentiating brands becomes harder both in economic upturns and in downturns.

Is blue ocean strategy applicable to all types industries including businesses that are several steps upstream from consumers?

Yes, blue ocean strategy applies across all types of industries from the typical suspects of consumer product goods to b2b, industrial, pharmaceutical, financial services, entertainment, IT, and even defense. BLUE OCEAN STRATEGY drives this point home by highlighting a rich array of companies creating blue oceans across diverse, and unexpected, industry domains from NetJets in jet travel, to NABI in the municipal bus industry, to Cemex in cement, to Joint Striker Fighter in defense, to Cirque du Soleil in entertainment. Our experience further suggests two interesting findings with respect to businesses several steps removed from the final consumer. First, companies in these industries tend to view their businesses as commodity businesses with little room to offer innovative value. This has effectively created a self- fulfilling prophecy in that the more these companies view their businesses as commodities, the more they treat their businesses as such. Secondly, we observed that the more removed companies are from the final
customer, the more levers there are to unlock innovative value as every company in that chain can be viewed as a customer. If a company can’t see an opportunity to unlock innovative value for the next direct customer in that chain, there are still opportunities to unlock innovative value for that customer’s customers, and so forth.

Last but not the least lest us ask that whether Blue Ocean Strategy new one or not?

Although the term blue oceans is new, their existence is not. They are a feature of business life, past and present. Look back one hundred years and ask yourself, how many of today’s industries were then unknown? The answer: many industries as basic as automobiles, music recording, aviation, petrochemicals, health care, and management consulting were unheard of or had just begun to emerge at the time. Now turn the clock back only thirty years. Again, a plethora of multibilliondollar industries jumps out—mutual funds, cell phones, gas- fired electricity plants, biotechnology, discount retail, express delivery, minivans, snowboards, coffee bars, and home videos to name a few. Just three decades ago, none of these industries existed in a meaningful way. Now put the clock forward twenty years—or perhaps fifty years—and ask yourself how many now unknown industries will likely exist then. If history is any predictor of the future, the answer is many of them.

"Very often, the two expressions "merger" and "amalgamation" are taken as synonymous. But there is, in fact, a difference.

Merger is restricted to a case where the assets and liabilities of the companies get vested in another company, the company which is merged losing its identity and its shareholders becoming shareholders of the other company.

Co. A <--Co.B ==Co. A . ie., Co. B is swallowed by Co. A

On the other hand, amalgamation is an arrangement, whereby the assets and liabilities of two or more companies become vested in another company (which may or may not be one of the original companies) and which would have as its shareholders substantially, all the shareholders of the amalgamating companies."

Just like:

Co.A + Co.B == Co.C

10 questions to ask in an interview

Posted by Indraneel On Sunday, September 20, 2009 1 comments

When you are called for an interview, remember not to appear too focused on yourself, money or the TA/DA that you would need to be reimbursed. Honesty and frankness is appreciated, in the right dosage. Be prepared to ask your own set of questions during the interview to help decide whether you want to join or not.

What will my scope of work, roles and responsibilities be?
It's important to have an idea of the requirements as an employee. Nivedita Ghosh, consultant and client manager, ABC Consultants advises, "Seek clarity on the duties and responsibilities for that position so that it does not come as a surprise package to you."

What are the skill sets required for effective performance in the given role?
Understand what is required of you, if analytic ability or thinking out of the box are needed, you need to be able to deliver on the same count. According to Nishant Mohan, director, VentureBaron Technology, a Mumbai-based company, "This helps in understanding if the company is aligned similarly or if you will find it difficult aligning yourself to the organisation's goals and objectives."

What is the guidance offered in the initial stages in the organisation?
This will decide how smooth your transition will be into the company. If efforts are made to help you fit in, chances are the
effort will reflect in other aspects as well. The more willing the organisation is to train you during the initial period, the better your reults and the more the intention of the company to make the relationship work. It is like the company is investing in you.

Is there an acclimatising camp to get used to the systems, work culture of the organisation?
Many companies place high importance
on this, reflecting the organisation's ability to deliver on its promises and investment
in human resources. Srinivasan, HR director, HCL Technologies, says, "It's important to know this so that you have a clearer idea about whether you will find the right fit, whether the atmosphere is formal or informal."

What are the KRAs on which I would be assessed?
All employees are evaluated based on key result areas. Know how your contributions will be rated, be prepared and be willing to deliver.

Is there an annual appraisal system where my deficiencies would be discussed for self improvement?
Be open to appraisal and always strive towards self improvement. Remember that this is not personal and a process,
be willing to change and mould yourself into your job.

What is the salary structure and other benefits?
Most employers will make an offer, so you rarely have to broach the topic. Be careful in your negotiation process, don't appear to be too money-minded. Mohan warns, "Try and understand the salary break-up because an unfavourable break-up may result in lower income and more taxes."

How much does the company invest in their employees through learning and development programmes?
Srinivasan feels that your career landscape is also determined by the kind of career development programmes that are offered. Know what you can expect, be aware of whether you will get it or not if you join.

What is the reporting structure?
It's important to understand this process early so that you avoid making any blunders as part of the company. Many companies state there is no hierarchy, but it is better to understand that it does exist in some manner. Openness should not be taken as a given, be sure to maintain a certain decorum and ethical approach at work.

What does the organisation think about work-life balance?
At a personal level this is important to be kept in mind. Srinivasan shared, "It will not be a question that puts to rest your doubt in terms of deliverables but it will give you a sense of how flexible the company is in terms of other needs."

An interview is a two-way process, be prepared to be able to respond to an opportunity to ask questions. Remember, each work space is a learning experience, be open to change and handling challenges as part of your work. Give it your best shot and don't be scared to accept your limitations, work hard to learn at work and achieve success.

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