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COVER
STORY
The
Digital Divide: Meaning and Dimensions
- - S Rajagopalan
The
phenomenon of digital divide has technical, economic
and social dimensions to it.
Over the ages, society has seen divides along various
lines: gender, education, wealth, religion, color, caste,
creed, to name the major ones. While divides caused
by gender, religion, color and caste are related to
an individuals birth, those created by education or
wealth may or may not be consequent fallout. In other
words, education and wealth can be acquired by an individual,
even though being on the wrong side of any of the other
divides may severely constrain this acquisition.
©
2006 IUP . All Rights Reserved
STRATEGIC
MANAGEMENT
P&Gs
Connect-and-Develop: The Customer-centric Innovation
Strategy
- - Sadhu Ramakrishna, Dr. Nagendra V Chowdary
This
article discusses P&Gs innovative business model "Connect-and-Develop."
According to this practice, P&G co-creates products
and develops them based on ideas from external collaborations.
©
2006 IUP . All Rights Reserved
STRATEGIC
MANAGEMENT
Takeovers
and Business Growth: The Hostility Continues
- - MS Balaji, MB Supriya
Mergers
and acquisitions are two important vehicles for growth.
Of late, there has been a spate of mergers and acquisitions
happening globally. But not all of them are peaceful.
Hostile takeover involves acquiring a company against
its will. However, hostile takeovers arent always a
bad thing to happen. The article looks at the recent
hostile bid by Mittal Steel in acquiring Arcelor and
looks at the reasons for such bids. It also discusses
strategies to counter hostile takeovers.
©
2006 IUP . All Rights Reserved
STRATEGIC
MANAGEMENT
Mergers
and Acquisitions: The Issues Involved
- - C Vijaychandra Kumar
Mergers
and Acquisitions (M&As) have become the order of the
day with companies trying hard to manage their presence
in this competitive globalized world of business.
©
2006 IUP . All Rights Reserved
STRATEGIC
MANAGEMENT
Enterprise
Architecture: Framework for Business Optimization
- - Ravi Kumar Jain
EA allows organizations to manage the rapid change
of technology, and business processes thus enabling
them to communicate the change in an effective manner.
©
2006 IUP . All Rights Reserved
ORGANIZATION
The
Employer Branding: The People Advantage
- - Sanjit Kumar Roy
In
the modern economy where human resource has become one
of the main sources of competitive advantage, the looming
skill shortages and the death of resumes have triggered
the growth of employer branding as a concept.
©
2006 IUP . All Rights Reserved
CRM
Managing
Moments of Truth: Earning Customers Trust
- - Harish B
Managing
critical touch points with the customers called the
"Moments of Truth" should be one of the priorities of
both product and service providers. In this era of commoditization
of products and services, these "Moments" can be critical
differentiators. Firms must invest in putting their
best face forward to the customers. Otherwise, all their
efforts in retaining the customers are not going to
bear fruits.
©
2006 IUP . All Rights Reserved
MARKETING
Health
Tourism: Hospitality with an Indian Flavor
- - Priya Angle
Health tourism combines the traditional form of
vacationing along with a wide array of medical services.
Adventure, relaxation, enjoyment along with healthcare
and wellness is the major focus of this concept.
©
2006 IUP . All Rights Reserved
HRM
New
Age Leadership and Emotional Intelligence: Exploring
the Leadership - EI Connection
- - Laurainne Theogaraj
Leading
an organization in todays complex and dynamic business
environment, calls for special skills and abilities
that go beyond academic excellence and technical know-how.
©
2006 IUP . All Rights Reserved
HRM
Workforce
Management Getting Smart: Meaning and Dimensions
- - S Jaya Krishna
Workforce Management (WFM) process involves planning
and scheduling of the workforce integrated with time
and attendance management. WFM solution is transforming
itself from being merely a tactical solution to being
a more strategic solution that provides next generation,
sophisticated workforce management capabilities.
©
2006 IUP . All Rights Reserved
ECONOMICS
Agriculture
in India: Needs a Refocus
- - K P Prabhakaran Nair
With
the focus on agriculture missing clearly, India is on
the wrong road to development.
©
2006 IUP . All Rights Reserved
GENERAL
MANAGEMENT
Crisis
Management: An Introduction
- - Nagasudha Ravinuthala
Crisis
can be better managed by planning for it in advance.
Efficiently managing and communicating a crisis situation
can help companies in reaping profits even after the
crisis.
©
2006 IUP . All Rights Reserved
INTERVIEW
European
companies now need better engineers and managers, and
thats not just from Europe, but from wherever they
are.
- - Prof. Kamran Kashani
In
addition to Europe, I have been following North America
too. In many areas, they influence what we see in Europe.
In some areas, of course, European business is quite
on its own. However, a good question. One thing that
has changed more than the others is the level of competition.
We are seeing a lot of competition, be it from American
companies or low-cost Asian companies. Companies are
also better run today than they were in 1970s. Government
protection is being withdrawn, too. If you look at whats
happening in many European countries like France or
Germany or even Switzerland, you will see that days
of protectionism is over. Maybe the rate of change is
slower than what you would like it to be, but it is
happening. The problems with Danone are a good example.
Takeover threat and strong national protests are very
typical of Europe.
© 2006 IUP . All Rights Reserved
CASE
STUDY
M&A
Favorites: Cross-border Deals or Domestic Deals?
- - Avishek Sengupta, Sumit Kumar Chaudhuri
Since
its origin in the 19th century, Mergers and Acquisitions
(M&As) have been one of the most prominent inorganic
growth strategies pursued by businesses across the world,
which witnessed a rapid growth towards the end of the
20th century. Between 1980 and 1999, mergers and acquisitions,
both international and domestic, grew at an average
rate of 42% per year to $2.3 tn in 1999. While in 1990,
global M & A deals accounted for 0.3% of the worlds
gross domestic production, the figure had grown to 8%
in 1999.
©
2005 IBS Case Development Center.
All Rights Reserved. For accessing and procuring the
case study, log on to www.ecch.com
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