COVER FEATURE
"The Loot does not mean that we
are looting the customers, but that we are offering them discounts which are so
good that it gives them the idea of having looted the store."
-- Jay Gupta
Customer Care Executive
and Managing Director,
The Loot, Mumbai.
"The Loot" is a multi-brand discount store, offering customers a wide range of products in apparels, footwear and
accessories for men, women and kids with discounts ranging between 25% - 60% - throughout the year. The store retails brands,
like Reebok, Puma, Levis, Red Tape, Lee, Wrangler, Spykar, Allen Solly, Van Heusen, Eccentrics, Ruff, Gini & Jony, Lilliput,
Killer, Bus Stop, Indian Terrain and many more, in all approximately numbering 100 brands.
© 2009 IUP. All Rights Reserved.
MANAGEMENT
Twelve Reasons for Project Management Failure
-- Dr. Stephanie Jones and Paddy Duffy
With failure inevitably plaguing many of their projects, CEOs must be wary of what might go wrong.
Their project managers are the key to success at the outset. They must clearly articulate their needs upfront.
CEOs must avoid being influenced by architects and designers before clarifying budgets. They must delegate
to deputies without keeping a hidden agenda and ensure that projects are adequately and reliably
financed, allowing time for successful completion, including unforeseen emergencies. They must manage all
project relationships, enabling the project manager to overcome real or potential disasters.
© 2009 IUP. All Rights Reserved.
DECISION MAKING
Essential Signals of Successful Innovation Leaders
-- Dr. Gary Oster
Continuous innovation is an essential activity of every corporation in the dynamic global marketplace,
and determines the ongoing viability of the organization. Employees continually observe, analyze, and mimic
the words and actions of the corporate CEO. Every action of a CEO is a form of communication, a `signal'
that imparts meaning to employees. To maintain credibility, the words and actions of the CEO must be
logically consistent. This article lists ten key methods a CEO should use to actively signal support of innovation.
© 2009 IUP. All Rights Reserved.
BUSINESS STRATEGY
Managing in Turbulent Times : Creating Value through
Strategic Divestments
-- A Venkata Subramanian
The global meltdown and the ensuing turbulence have put a premium on focus and efficiency. Businesses
have to find new ways to optimize their business portfolio, focus on their best and divest the rest. Creating
value through strategic divestments calls for a disciplined and planned approach. Corporate strategists who are
used to spending a lot of time and energy on acquisitions should also devote time and attention to
divestment management—they should learn to strategically link destruction/divestments with creation/acquisitions.
© 2009 IUP. All Rights Reserved.
LEADERSHIP
Leadership Traits : Managerial Perspective
for Different Sectors
-- Sumeet Gupta
The multidimensional effects of Liberalization, Privatization and Globalization (LPG) have changed
the organizational structures and systems. Different organizational structures in different sectors pose
different challenges for the leaders, which has to be dealt by the leader in an effective manner. Leaders have to focus
on social capital and build more productive relationships that enhance networking, collaboration and
resource exchange.
© 2009 IUP. All Rights Reserved.
LEADERSHIP
Leadership during an Economic Slowdown
-- Y Ramakrishna
Leadership always plays a critical role in organizations in any type of situation. It is easy to display
leadership during boom-time, where every move generally yields positive results. At the same time, it is very difficult to
win over competition during this period. Leaders worldwide feel that it is both simple as well as difficult to
manage organizations during an economic slowdown or recession. In the present scenario of worldwide
economic slowdown and credit crunch, the focus has totally been shifted to the role of leadership and the type
of leadership to be displayed by leaders to continue to survive and emerge as winners.
© 2009 IUP. All Rights Reserved.
CASE STUDY
Ranbaxy's Sell-off to Daiichi :Rise of a New Business Model in Global Pharma?
-- Girija P and Faraz Shafiuddin
The fast-growing emerging markets have gained considerable significance with the
big pharma companies losing out on their global market share. India, the growing hub of R&D in global pharma, is fast catching
up as an alternative for sustaining competitive advantage. In 2008, the sell-out decision by Ranbaxy, the
largest pharmaceutical firm in India, is seen as a sign of the changing dimensions of faster consolidation in
global pharma. Ranbaxy, a generic firm, sold its majority stake to Daiichi-Sankyo, a top Japanese
innovation company, setting a new trend. The cross-border acquisition is perceived as a growing tendency of
companies to focus on future sustainability than on mere profit margins. Both companies are
complementing each other, with Ranbaxy foregoing its interests in the national market
for stronger global competitiveness. This hybrid model has triggered a new phase of M&A in global pharma, as
big pharma companies start desperate measures of new mutual collaborations and alliances to risk losing their market share from their
generic players.
© 2009 IBSCDC. All Rights Reserved. |
