Sunday, March 13, 2011

WSJ: Career Journal: Job Tips From Female Leaders

Career Journal: Job Tips From Female Leaders

By Prerna Sodhi


It’s still a man’s world in corporate India but some women leaders inspire us all.

On the occasion of International Women’s Day 2011, three successful women of corporate India share advice for women who are professionals.

[Source: http://blogs.wsj.com/indiarealtime/2011/03/11/career-journal-career-tips-from-female-leaders/#]


–Chanda Kochhar, managing director and chief executive officer, ICICI Bank Ltd.



If women want to be treated as equals at the workplace, they should not be asserting their womanhood, says Ms. Kochhar.
Avoid saying things like, “I have to go home at 5 o’ clock because I am a woman.” Or “I will not travel because I am a woman,” says Ms. Kochhar.
“Whether you are a man or a woman, you need to put in the hard work,” says Ms. Kochhar.

Ms. Kochhar joined ICICI in 1984 as a management trainee, and at the time, she says people couldn’t believe that a young woman was visiting factories. She recalls that many factories and offices did not have washrooms for women back then.

On juggling between a hectic work schedule and family life, Ms. Kochhar says that women need to put in much more effort than men, so they should continue working only if they don’t consider it a burden.

Ms. Kochhar makes it a point to stay in touch with her children even when she travels for work.
When Ms. Kochhar’s children were younger and she had to travel, she would ask her mother to come and stay with them.
Now, Ms. Kochhar’s 21-year-old daughter is in the U.S. but “I make sure I speak to her when she has to wake up or study.”

The veteran banker says her female role model is the average Indian woman, including women in rural India who put their family and children before themselves.

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 –Vinita Bali, managing director, Britannia Industries Ltd.



“Since (women) are in a minority, more attention is paid to how you deliver or handle pressure,” says Ms. Bali.
The key to dealing with this scrutiny, she says, is to not pay too much attention to how you are being perceived by others.
“Do what you believe in,” says Ms. Bali.

While Ms. Bali says she has never experienced gender bias in her working life, she has seen it around her.

“We are a society where on one hand we are talking about giving girls and boys equal opportunities…but we also do not give women the deserved credit,” she says.

Ms. Bali says companies need to do a better job of providing equal opportunity at work, and also of tackling harassment of women in the workplace. Companies need “to send a strong message that such actions will not be tolerated” says Ms. Bali.

She says that women in India often make more adjustments than men to balance work life with a family, with many quitting their jobs. But these women don’t have to worry about getting a job afterwards, so long as their work speaks for them.

In a growing country like India, “there are more opportunities than qualified people,” says Ms. Bali.

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 –Jayashri Ramamurti, head of human resources for engineering and product, Google India.



Women need to talk about their problems and stand up for themselves more often, says Ms. Ramamurti.
“Most of the time women expect people to understand (what they want) without voicing their concerns,” says Ms. Ramamurti.

But this doesn’t get them anywhere. So for instance, if a woman needs flexible work time for a specific period, she should discuss it with her manager, says Ms. Ramamurti.

To balance work and family life, Ms. Ramamurti suggests that women should not be ashamed of asking for help. “Women have an image of how they want to raise their kids and do not like to compromise on that by seeking help,” says Ms. Ramamurti.

She took a break from her career for four to five years to raise her children. Since then, she has relied on maids and family members to help out.

“My father lives with me which has really helped,” says Ms. Ramamurti.

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Do you think Indian women professionals are treated equal in corporate India? Share your thoughts.





Thursday, March 25, 2010

Gopinath quits from Kingfisher Board


Gopinath quits from Kingfisher Board
 
By   siliconindia news bureau
Thursday,25 March 2010, 08:13 hrs
 
 
 
New Delhi: Captain G R Gopinath, the pioneer of the low-cost carrier model in the country, resigned from the board of Kingfisher Airlines. Captain Gopinath has started a new venture - express transportation and logistics company 'Deccan 360' - where he is the Chairman and Managing Director, reports PTI.

"Captain Gopinath and Captain K J Samuel have resigned from the board as Directors to take effect from the close of the meeting of the Board of Directors of the company held on Wednesday," Kingfisher said in a communique to the National Stock Exchange. Gopinath was appointed Vice Chairman of Kingfisher Airlines after the Vijay Mallya-led carrier took controlling stake in his budget airline Deccan Aviation.



Last year, Captain Gopinath had continuously been offloading his stake in Kingfisher, bringing his holding down to 0.3 percent in September 2009.

Saturday, February 27, 2010

Indian rupee to get unique symbol in 2010-2011

[Source: http://budget.business-standard.com/news.php?id=&bs_autono=86995]

Indian rupee to get unique symbol in 2010-2011
Press Trust of India / New Delhi February 26, 2010, 15:48 IST

The Indian Rupee will this fiscal join the elite league of global currencies like US dollar, British pound and euro that have their unique symbols, Finance Minister Pranab Mukherjee said on Friday.

"In the ensuing year, we intend to formalise a symbol for the Indian Rupee, which reflects and captures the Indian ethos and culture," he announced in his Budget speech in Parliament.

"With this, Indian Rupee will join the select club of currencies such as the US dollar, British pound Sterling, euro and Japanese yen that have a clear distinguishing identity," he said.

While these foreign currencies have their own unique symbols, other than their abbreviations like USD and GBP, Rupee is only referred to by the abbreviation \'Rs\'. Moreover, the same abbreviated forms are also in neighbouring countries like Pakistan, Nepal and Sri Lanka rupee.

The decision to have a symbol for Rupee was taken by the government last year. It was also decided to invite designs from the public for the new symbol. The shortlisted designers would present their designs to a seven-member jury, comprising of officials from the government and RBI as also people from institutes like J J Institute of Applied Art, National Institute of Design, Lalit Kala Akademi and Indira Gandhi National Centre.

Monday, February 8, 2010

"Refresca Tu Mundo" Or "Refresh Your World" With Pepsi/Pecsi

 

"Refresca Tu Mundo" Or "Refresh Your World" With Pepsi/Pecsi

Posted by Sheila Shayon on February 5, 2010 03:30 PM

 

A cultural milestone was reached last year in Argentina when Pepsi changed the word "Pepsi" to "Pecsi" in their ad campaign. "Pecsi" is an easier pronunciation given Argentine Spanish phonetics. The motive: closer affinity with local consumers.

The ad campaign also expressed that Pepsi was on the side of Argentineans affected by the tough economy. A Pepsi, or "Pecsi," costs one peso less than a Coke, making it the obvious choice for budget-conscious consumers. The campaign has resulted in – even in the upscale neighborhoods of Buenos Aires, such as Recoleta and Palermo – soda drinkers asking for a "Pecsi" rather than a Pepsi.

The tongue-twister story doesn't end there, however. "Pecsi" crossed the Atlantic and arrived in Spain as "Pesi." A new commercial-within-a-commercial features Spanish soccer star Fernando Torres becoming fed up with the director who keeps correcting his pronunciation of "Pepsi."

"Pesi" is considered to have a greater chance of being assimilated into the Spanish lexicon than either "Pecsi" or "Pepsi."

Pepsi launched a new global mindset when it decided to change the second "P" to a "C" when marketing in Argentina. And it appears this new mindset will influence its brand identity in other parts of the world.

"This campaign is based on a universal insight: Pepsi is pronounced in many different ways, as was reflected in the… Argentina campaign," said a spokeswoman for Pepsi's agency in Spain, Contrapunto BBDO.

The world continues to become a smaller place as technology and commerce bring people closer together, and brands will increasingly be placed in situations where a global identity can find ways to cleverly access cultural nuances.

 

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Thursday, February 4, 2010

PUBLIC-PVT MOUs REMAIN LARGELY ON PAPER


PUBLIC-PVT MOUs REMAIN LARGELY ON PAPER
 

There are several such deals that have proved to be stillborn

Industry sources said it was difficult to work with public sector companies, largely due to redtapism and the slow decisionmaking process

ISHITA AYAN DUTT Kolkata, 4 February

State-owned miner NMDC has a robust appetite for signing agreements with private companies.

Last month, it entered into amemorandum of understanding (MoU) with Tata Steel, for exploring options in the mineral and steel space. That was the third MoU the PSU had signed in the last two years, despite the earlier ones not making any major headway or, at best, making limited progress.

In 2008, NMDC had entered into an MoU with Spice Energy to form a 50:50 joint venture, NMDC Spice International, that would look at overseas acquisitions and projects. Two years on, after some exploration activity, the joint venture is yet to be formed. NMDC sources said the joint venture was to be formed once the properties had been formed. "No properties have been identified," they said.

Within months of signing the MoU with Spice Energy, NMDC signed another one with one of the worlds largest resources companies, Rio Tinto, to invest in "investigating mutually advantageous potential investment opportunities" for iron ore in India and abroad. When asked, Rio Tinto Managing Director Nik Senapati did not want to comment on whether the MoU was still alive. Not just NMDC, there are several examples of other public sector and private sector MoUs that have proved to be still-born.

In 2004, the Steel Authority of India Ltd (SAIL) had signed an MoU with BHP to jointly develop coal and iron ore mines in India and other countries. That, again, was a non-starter. SAIL Chairman S K Roongta did not comment on the status of the MoU.

SAIL had also signed an MoU with Posco in 2007 to establish a strategic alliance for co-operation in a wide range of business and commercial interest areas. This one has seen only limited progress in recent years.

Sources said the partnership was handicapped as Poscos venture in India was yet to take off.

In 2008, the PSU steel company had formed a 50:50 joint venture with Tata Steel for coal mining. In the last two years, the Tata Steel-SAIL joint venture managed to form a company, S&T Mining Company Pvt Ltd.

Roongta clarified that the company had been shortlisted by Coal India (CIL) for development of its nine closed and abandoned mines. "The company is exploring various options for development of mines and washeries for coking coal and is in dialogue with CIL/BCCL (Bharat Coking Coal Ltd)."

Too much red tape

Industry sources said it was difficult to work with public sector companies, largely due to the bureaucracy and the slow decision-making process. "It is difficult if both the governmentowned partner and the private partner want to play active roles," said industry sources.

Moreover, most of the partnerships have been in the raw material space, which has its own set of problems. "Private sector steel companies want to piggy-back on the public sector partners because they think mine allocation will be quicker, but it has not happened so far. Mine allocation even for public sector companies can be difficult and time-consuming," pointed out steel industry sources.

After all, India has only 4.6 billion tonnes of proven reserves of prime coking coal and 6.3 billion tonnes proven reserves of iron ore. Sources added that, for overseas assets, one would have to be careful with regard to valuation. "Sometimes, estimates of resources are different from actuals," they said.

However, there are some exceptions to the rule. The successful public-private joint ventures include Bhilai Jaypee Cement, Bokaro Jaypee Cement and M-Junction Services. In the cement companies, SAIL has a minority interest of 26 per cent and the role is restricted to supplying slag generated in the blast furnace operations. In MJunction, the company plays a more active role with adequate board representation, including that of chairman.

State-owned miner NMDC has a robust appetite for signing agreements with private companies.

Last month, it entered into amemorandum of understanding (MoU) with Tata Steel, for exploring options in the mineral and steel space. That was the third MoU the PSU had signed in the last two years, despite the earlier ones not making any major headway or, at best, making limited progress.

In 2008, NMDC had entered into an MoU with Spice Energy to form a 50:50 joint venture, NMDC Spice International, that would look at overseas acquisitions and projects. Two years on, after some exploration activity, the joint venture is yet to be formed. NMDC sources said the joint venture was to be formed once the properties had been formed. "No properties have been identified," they said.

Within months of signing the MoU with Spice Energy, NMDC signed another one with one of the worlds largest resources companies, Rio Tinto, to invest in "investigating mutually advantageous potential investment opportunities" for iron ore in India and abroad. When asked, Rio Tinto Managing Director Nik Senapati did not want to comment on whether the MoU was still alive. Not just NMDC, there are several examples of other public sector and private sector MoUs that have proved to be still-born.

In 2004, the Steel Authority of India Ltd (SAIL) had signed an MoU with BHP to jointly develop coal and iron ore mines in India and other countries. That, again, was a non-starter. SAIL Chairman S K Roongta did not comment on the status of the MoU.

SAIL had also signed an MoU with Posco in 2007 to establish a strategic alliance for co-operation in a wide range of business and commercial interest areas. This one has seen only limited progress in recent years.

Sources said the partnership was handicapped as Poscos venture in India was yet to take off.

In 2008, the PSU steel company had formed a 50:50 joint venture with Tata Steel for coal mining. In the last two years, the Tata Steel-SAIL joint venture managed to form a company, S&T Mining Company Pvt Ltd.

Roongta clarified that the company had been shortlisted by Coal India (CIL) for development of its nine closed and abandoned mines. "The company is exploring various options for development of mines and washeries for coking coal and is in dialogue with CIL/BCCL (Bharat Coking Coal Ltd)."

Too much red tape

Industry sources said it was difficult to work with public sector companies, largely due to the bureaucracy and the slow decision-making process. "It is difficult if both the governmentowned partner and the private partner want to play active roles," said industry sources.

Moreover, most of the partnerships have been in the raw material space, which has its own set of problems. "Private sector steel companies want to piggy-back on the public sector partners because they think mine allocation will be quicker, but it has not happened so far. Mine allocation even for public sector companies can be difficult and time-consuming," pointed out steel industry sources.

After all, India has only 4.6 billion tonnes of proven reserves of prime coking coal and 6.3 billion tonnes proven reserves of iron ore. Sources added that, for overseas assets, one would have to be careful with regard to valuation. "Sometimes, estimates of resources are different from actuals," they said.

However, there are some exceptions to the rule. The successful public-private joint ventures include Bhilai Jaypee Cement, Bokaro Jaypee Cement and M-Junction Services. In the cement companies, SAIL has a minority interest of 26 per cent and the role is restricted to supplying slag generated in the blast furnace operations. In MJunction, the company plays a more active role with adequate board representation, including that of chairman.

Sahara set to buy out Siva from Aamby Valley

 
Sahara set to buy out Siva from Aamby Valley

PB JAYAKUMAR & RAGHAVENDRA KAMATH Mumbai, 4 February

The Sahara Group is set to buy out C Sivasankaran, the billionaire serial investor, from its flagship project, Aamby Valley City, near Lonavala in Maharashtra.

The deal size could be in excess of Rs 2,000 crore, though this could not be verified. Sivasankaran had invested close to Rs 1,800 crore in 2007 to take a 41 per cent stake in Aamby Valley. The Sahara Group is the majority investor, with a 51 per cent stake.

The 53-year old Sivasankaran ('Siva'), who owns Sterling Infotech, had invested in Aamby Valley through his private investment arm, Siva Ventures. While Sahara Group sources confirmed Siva was looking to exit, a group spokesperson did not want to comment.

Business Standard could not contact Sivasankaran.

Aamby Valley, spread over 10,000 acres, is being developed as an upmarket hill township near Lonavala, a known hill station. Sahara plans to develop it as one of the "top five such townships in the world". Many film stars, cricketers, businessmen and other celebrities own properties at Aamby Valley.

Sivasankaran had earlier purchased a 66 per cent stake in realty company DLF's Mumbai project for Rs 310 crore and had also bought 51 per cent in Stel, a Chennai-based telecom company.

Sivasankaran has invested about Rs 1,800 crore to pick up 41% stake in Aamby Valley. The deal with Sahara is pegged at over Rs 2,000 crore

 
 
 

MAGGI: BEST OF BOTH WORLDS

 
MAGGI: BEST OF BOTH WORLDS

SEEMA SINDHU

Maggi, the dominant leader in the instant foods market for over 25 years now, is not taking any chances. That explains why Nestle, the company that owns the brand, is constantly adding a new buzz around it – both in the urban as well as rural markets.

Last month, Nestle launched Maggi Nutri-licious Pazzta in two flavours, `Masala Penne' and 'Cheese Macaroni' for Rs 12 and 15 respectively. A couple of weeks later, it came out with two new products, this time for the rural and semi-urban markets at lower price points of Rs 2 and Rs 4 (Maggi Masala-ae-Magic and Maggi Rasile Chow).

The Swiss major obviously wants to have its footprint in both India as well as Bharat – the common theme being a `Taste bhi, health bhi' product, a positioning Maggi started with the launch of an atta (flour) variant.

While Masala-ae-Magic is a fortified taste enhancer with Iron, Iodine and Vitamin A, Rasile Chow is alow-cost, tasty light meal that is fortified with Iron.

Nestle India Chairman & Managing Director Antonio Helio Waszyk says the company has leveraged its nutritional expertise to innovate and develop relevant products at the appropriate time with, for example, increased natural fiber, or reinforcing them with nutrients such as calcium and proteins to better manage health and wellness.

Products for the rural market will also help the company maintain a balance. In the last two years, when the urban markets cooled down, the rural markets continued to remain buoyant. High support prices for all large crops, the National Rural Employment Guarantee programme, and the farm loan waiver have ensured that there is good purchasing power in the rural markets. This has begun to drive FMCG companies to villages and small towns. Nestle is no exception.

There are other reasons too. Anand Ramanathan, sector analyst from KPMG, says launches at low price points in rural India and introduction of new products like Pazzta in the urban markets are designed to help Maggi to increase its relevance in the increasingly competitive market and retain its category leadership.

The Indian pasta market is at a nascent stage in India, but is seeing ahuge growth. ITC was quick to exploit the gap in the instant pasta category and came up with Sunfeast Pasta Treat and backed it up with heavy advertising with Shahrukh Khan as brand ambassodor. "Maggi was quick enough to realise that it had to offer a pasta variant if it had to stop customers from moving to a competing brand," Ramanathan says.

Others feel Maggi's new focus on the urban market and introduction of products specifically for rural India stems from the stiff competition from private labels. Naimish Dave, Director, OC&C Strategy Consultants, says, "Maggi is losing share to private labels and other low priced products. There is a section of consumers who would not be willing to pay a premium for a brand. Hence, alow-price strategy is advisable to retain the price conscious segment within the brand franchise." Maggi has around 70 per cent market share, down from around 80 per cent a year ago. But private brands like Future Group's Tasty Treat and Aditya Birla Retails' Feasters are making their presence felt.

Devendra Chawla, Head, Private Labels, Food and FMCG, Pantaloon Retail, says, "We have seen an excellent growth for our private brand". In Future Group stores, Maggi's is the No 1 sold brand while Tasty Treat is in the second slot.

Thomas Varghese, CEO, Aditya Birla Retail, says the repeat buying for private brands is as good as Maggi in the company's retail stores. "Some of Maggi's launches – for example, rice noodles – picked up initially but later started losing share in our retail stores." Varghese says.

Nestle, however, says innovation has always been a part of its culture and the new launches have nothing to do specifically with what competition is doing. Shivani Hegde, general manager, food, Nestle India, says over the years, Maggi has focused on understanding the consumers' changing lifestyles and innovated and renovated to create delight in everyday meals and bring happiness to everyday family moments. This is Maggi's DNA." The new launches will only grow the market further," she says.

Nestle is keeping the buzz alive in both urban as well as rural markets through frequent launches of new flavours at lower price points