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Management

Global CEO

May '04

Regular Features
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Asian Paints - Going global

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Walt Disney's corporate governance crisis

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News Corp in 2004: The DirecTV acquisition and beyond

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Enterprise-wide risk management in the context of young fast-growing enterprises

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COVER STORY

Asian Paints - Going global

-- Rajesh Kumar Singh

Asian Paints' attempts to globalize received a major boost after Ashwin Dani took over as Vice-Chairman and MD in 1998. Since then, the company has made tremendous progress in penetrating the global markets.

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CORPORATE GOVERNANCE

Walt Disney's corporate governance crisis

-- Sebastian Bretschneider

Walt Disney, the world's leading entertainment company, has recently found itself in rough waters as a boardroom brawl had erupted. With Eisner's performance under attack, the board has decided to relieve him of his post as chairman. Eisner, however, remains the CEO.

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STRATEGY

Why CEOs were unprepared for the downturn

In a world of increasing complexity, a number of CEOs dedicate most of their attention to internal company matters and lose sight of the markets. Board issues, difficulties in attracting and retaining staff as well legal issues detracted them from paying as much attention to the companies economic indicators as they should have. Therefore, CEOs can guard against future economic downturns by keeing track of basic performance indicators such as operating income, net cash flow, and overall costs.

STRATEGY

News Corp in 2004: The DirecTV acquisition and beyond

-- Ravi Madapati

Rupert Murdoch's News Corporation has evolved into a global media conglomerate. News Corp's television reach extends to millions of homes worldwide. The company recently acquired DirecTV from GM. With this acquisition, Murdoch has captured access to 12 million subscribers in the US. This marks a pivotal turn in Murdoch's 50-year rise from an Australian newspaperman to one of the world's most powerful businessmen. DirecTV is also expected to fortify Murdoch's own channels against competition from Comcast and Time Warner.

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RISK MANAGEMENT

The value agenda

What do big company board directors think about the value-added by internal audit and do their views line up with those of internal auditors themselves? Neil Baker looks at the key findings of a groundbreaking new study.

RISK MANAGEMENT

Enterprise-wide risk management in the context of young fast-growing enterprises

-- Vinay Dutta

Any risk management program will not work in organizations that do not have a condusive culture. This requires giving very clear signal to people that to perpetually reinvent and grow they need to be proactive and informed risk taker. Knowing the ways to deal with risk will, probably, be fundamental to the transition of budding enterprises into the league of risk intelligent enterprises of the future.

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CEO SUCCESSION PLANNING

Basics of succession planning

-- B Karunakar

Many organizations do not think about replacement when all is going well. Waiting for a crisis is a reflection of poor leadership and a lack of sound succession planning. Succession planning should be a part of an ongoing process that looks into leadership needs and plans made for development.

CEO SUCCESSION PLANNING

In search of the new age CEO

-- Dora Vell

in this pluralistic and diverse business world, the New Age CEO is the one who can develop consensus from a variety of viewpoints and communicate effectively across cultures, industries and politics to move an organization continuously forward, enhancing shareholder value and market position.

Google in 2004: From Start-up to IPO

-- Ravi Madapti

The case discusses the business growth of Google from a start-up to a company ready for an IPO. It also outline the important features in the corporate evolution of Google such as thrust on innovation, productive work culture.

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management

Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.

International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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