Showing posts with label Professor Arindam Chaudhuri. Show all posts
Showing posts with label Professor Arindam Chaudhuri. Show all posts

Friday, August 16, 2013

Prof. David Marsden (Professor, Industrial Relations, London School of Economics) analyses a period of greater labour unrest

The adjustments were made possible by two major changes in employment practices. The first was the use of variable bonuses, which have grown both as a percentage of pay and in terms of the number of employees receiving them. The British annual earnings survey shows that the cut in wages was due to reduced bonuses. The second was the increased use of agency and temporary workers. In the 1970s and the 1980s, such radical adjustments would have required tough negotiations with no certainty of success.

Today, the relevant negotiations take place long before the adjustments are made. For variable pay, bonus systems are often set up as part of the collective pay agreement or they are a regular part of the organisation’s reward system. For temporary workers, the agreement takes place when the employee is hired, and for agency personnel, the pact is between the company and the temporary work agency. Perhaps the most significant change has been in the timing and location of negotiations. It has been relocated from the point at which unions in the past might have gained greatest bargaining leverage. Click here to read more...

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Signals of return to a labour unrest

Every time there is a major industrial dispute in Britain, we look back to previous periods of industrial conflict, and ask whether it is an isolated case or does it signal the return to a period of greater labour unrest. Like Britain, in India too, increased global competition has affected relations between workers and employers. So, has the age of industrial conflict passed, ushering in an era of worker-management cooperation, in the face of threats posed by industrial competitors? It is impossible to forecast changes in the atmosphere of industrial relations (IR), but we can look at some prevailing practices to see if there are any significant changes that support worker-management cooperation.

The onset of the recession in 2009 in Britain was remarkable in two ways. Unlike the previous periods of recession, wages dropped at an annualised rate of just over five per cent in the economy as a whole. They fell by nearly 20 per cent in financial services, but they also dipped in manufacturing and non-financial sectors. As the pays froze, many companies sought to maintain their commitment to their core employees – both blue and white collar. Such adjustments would have seemed inconceivable in the 1970s and the early 1980s. Click here to read more...

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Saturday, July 20, 2013

Refer, Track, Earn

Employee referrals refer to an internal recruitment method employed by organisations to identify potential candidates from the existing employees’ social network. It gives an opportunity to existing employees to recommend their friends, family members, peers for the vacancy existing in organisation.

The employee referral scheme is a preferred method of recruitment today, because it involves less cost and there are monetary as well as non-monetary benefits for an employee.

The Process
At Motilal Oswal Financial Services Limited, all employees can access the referral program webpage on company intranet, through which the data is collected and made available to the recruiters. The benefits of program extend to organisation, employees and the referred candidates.

The Organisation
The data of prospective candidates is sourced from popular job sites and through recruitment consultants. The task is tedious and involves the cost of recruiters. Also, organisation incurs cost in undertaking a contract with consultancy to source candidates.

Both the activities are costly. The manager’s job is to adopt the most cost-effective strategy to obtain the organisational goals. The most feasible and economical method then is through referrals. The only expenditure incurred here is in marketing and communicating the requirement. Click here to read more....

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Monday, March 25, 2013

Companies must adapt or change their business strategies to take into account the new realities of intense global and domestic competition

In this economic crisis, corporate training budgets are being tightened. A research by Josh Bersin, CEO and president of Bersin & Associates, shows that in the second half of 2008, corporate training departments had cut their spending on L&D by 12 to 18 per cent. The number will certainly grow as the crisis continues. There is a need for performance-driven and talent-driven learning so that the senior management could be educated about the short- and long-term impacts.

The L&D budget typically represents a small fraction of a company’s total revenue. Indiscriminate budget cuts can have a major impact on development plans and programmes, and yet it barely makes a dent in the company’s bottom line. For example, if an organisation eliminates or dramatically reduces leadership development training, it will see a reduction in productivity and effectiveness of its leaders.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict? asks Max De Pree.

According to a research by Accrediting Alliance for Training and Development (AATD), nearly 20 per cent of all training occurs from informal information sharing and nearly 70 per cent comes from on-the -job training. So instead of building expensive programmes, it is better to start spending more time creating informal learning networks, coaching programmes and performance support systems. Click here to read more...

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Tuesday, February 05, 2013

To cruise into the league of superpowers, it is not sufficient for India to just have the staggering population.

If India wants to be the economic superpower, a policy of non-interference from the government is required. The corporate world and the civil society will have to come forward to set up the necessary infrastructure. With greater penetration of the telecom sector (including internet) in the hinterland, web-based learning would become possible. The best of the teachers would be able to deliver lectures across the country.

Online learning would be the next big step in educating the country and similar to what ITC has done with e-Choupal, there will be corporates and individuals who can raise money to put up kiosks (with computer and net facilities) even in remote villages and towns and the learning process for the student can be streamlined.

You would need less teachers and just one good administrator is enough to take care of one village/town. That would reduce the dependency on trained teachers at the village level and would allow imparting quality education to millions of youth in this country. The government needs to step aside and let the market forces take over. India is poised to scale greater heights. Whether or not it does, will squarely depend on the free-hand given to the edupreneurs. The potential of this country can only be realised with education opportunities to the 600 million youth. Click here to read more..

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Thursday, December 06, 2012

Ushering in change with people in mind

Turnaround situations can fail if HR management is not taken as a strategic issue to look into. It is more important than the financial merits of the change process. This is because any change process creates uncertainty amongst people with regard to their future. The need to protect one’s interest takes precedence over anything else. Hence, if the people are convinced and they believe that change is not going to affect them adversely, they support it to make it a reality, else there shall be resistance of all forms and shape. This is an important aspect for HR professionals to understand, and all initiatives should be directed to bring about the clarity they seek. It is not possible to have a change without affecting some people’s interest which may be job, role, career, etc. Here, the important thing is to outline why this is happening, what are their future growth options and how the organisation can support them. The worst thing is to keep people in the dark and expect them to hear about things from the grapevine. For once, over communication is better in any change process.

The other two aspects that need attention are the human aspect; we are dealing with people and not numbers and names in a spreadsheet. Each person should be given adequate attention and opportunities to be heard in a non-threatening environment. Some of these sessions can become emotionally stressful and require professional counselling. Read more..

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Monday, November 26, 2012

Innovation and Change

Innovation brings in change, value, success, enabling organisations to align with changing business paradox. Innovation becomes imperative to cope with the situational demand, for keeping the business agile, to improve productivity and cost, to get return on investment and add value to the customers. Organisations skilled in innovation are early winners as they can conceive the need for a change in early stages and make things happen distinctively. In a dynamic and effervescent environment of change and innovation, HR’s role in facilitating the transition becomes important.

During the gestation of current state and innovation, chances of getting in redundancy are high. Organisations need to identify the skill gaps, understand training needs and quickly implement programmes to enable the employee to come onboard, ramp-up and get motivated to move on. Taking employees along, empathising with them, simplifying and clarifying their thoughts and facilitating them to sense and value the new is the key to carry a change successfully.

Managing change by a process-oriented approach

Things that organisations need to practice to involve staff in the process of change and innovation include:
• Using the 3Cs (Communication, Communication & Communication) effectively, i.e. communicating the change process through multiple channels.
• Provide the employees with information, tools, and other resources for an easy transition.
• Organisations need to look at the volunteers and sponsors within the work groups to gain the buy-in and smooth execution.
• Identify star advocates in each work group.
• Use rewards and recognition to facilitate the change process among employees.
• Continuously plan ahead on how to handle resistance to change by identifying natural restraining elements and ways to overcome them.
• Monitor and effectively manage change lethargy by constantly keeping employees motivated. Read more...

Thursday, November 22, 2012

Dave Shemmans (CEO, Ricardo Plc.) & his Group HR Director, Timothy Hargreaves come together to emphasise on core CEO-HR issues in a well-run business

....The core issue for HR is to provide the right skills at the right time and place required by the business, while protecting the company’s long-term knowledge base. As a publicly quoted company, it is essential that all our core business functions – of which HR is crucial in a people-led business – are acutely aware of the financial performance implications of their respective activities.

Q. How can you ensure the CEO’s voice reaches all?
Dave: The maintenance of effective channels of employee communication is extremely important to Ricardo. We invest significant resources in the production of monthly internal newsletters both for the group and for each of the main geographical operating divisions. These are used as the basis of team briefings in which staff can raise and discuss questions, and also learn about the ongoing projects.

We also provide an adapted version of the briefing given to our investors at our financial mid-year and year-end. These are presented in town hall meeting style, in which questioning and discussion are encouraged. Collectively, these channels of communication build upon the more direct employee supervision and management frameworks such as appraisal mechanisms to ensure each employee appreciates the relevance of his contribution to the firm’s success. Read more...


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Thursday, August 20, 2009

Tata’s Jhingalala year


IIPM Best B-school

Brand: Tata Sky
Agency: Rediffusion Y&R

Hrithik’s inclusion promoted such huge brand recall that the year saw Tata Sky’s DTH services experience a mammoth growth in numbers. Subscriber base crossed 1 million; an achievement that Tata Sky did not fail to peddle using small spots on TV featuring Paresh Rawal, Kirron Kher et al. All in all, a smashing success; Tata Sky’s subscriber base is sitting pretty above two million now, with newer services in its kitty.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Tuesday, January 13, 2009

Only a united world can fight global terrorism and usher in peace

Take for instance, GPS and satellite phone that can be used from any part of the world, making it unfeasible for the victim country to track the devices. In such cases, almost all countries need to come together and share information about any susceptible movements.

A report released on December 3, 2008, titled 'World at Risk' talks about possible Taj AttackWMDs attack on US soil in the next few years to come. The same report states that "were one to map terrorism and weapons of mass destruction today, all roads would intersect in Pakistan" and bluntly singles out Pakistan as a prime suspect.

Rice's recent visit was primarily aimed at decreasing the chances of next attack on the US soil. However, it also acts an opportunity for Pakistan to undo its age-old image of being a pro-terrorist country. But will Pakistan, with the help of Ms Rice and thus US, eliminate its domestic terror camps and further help the world fight against terrorism? Time can never tell, but the sooner it is, the better!....Continue

Thursday, January 08, 2009

What is the point in creating when there’s so much of pain and uncertainty around?

And, if you leave out some of these mad men, we do have a reasonably stable democracy that is now being repeatedly invaded by barbaric medieval folk whose every act is redolent of Stone Age cruelties. Snuffing out innocent lives is their idea of life. This “idea” is not about living, it is about dying! You have to confront this at close range to feel the hurt and angst that we in Mumbai do.

The only kind of reflection that makes any sense after all this is the one that promises to throw up credible solutions. What civil society needs is to find actionable inputs – and to ask those who are responsible for our safety, why on earth have they failed to create terror-proof mechanisms? Why are cops still armed with World War I rifles and defective gear, while the terrorists have no trouble barging into high-security areas armed with sophisticated automatic rifles, grenades and RDX? How come there was no attack in America after 9/11 and why is it that China never sees such acts of terror?

The civilised among us live in inclusive societies built around all kinds of freedoms. Without these rights – including the one that helps us create – life for us is meaningless. Yet as we are today, we feel thankful if we manage to survive till the next day. And make a note of this: we are weighed under this collective sense of hopelessness despite being in the majority. Yes, this is not resilience; this is, if anything, the powerlessness of the majority.

A major problem concerns the scores of competing identities in India. We continue to be divided along caste and religious lines. There are so many languages and castes and sub-castes, and in recent months we have seen all sorts of regional identities receiving disproportionate space in the media. Yet for the superficial and gullible folk, all this passes for democracy! And this fragility of ours is known to the entire world – especially those who have more homogenous populations and scientifically thought-up systems to counter the omnipresent threat from global terrorism. Why can we not close our ranks and strengthen our porous borders and so-called soft terrorist targets? What’s so soft about these that, even though we claim to be the world’s largest democracy, we are unable to put foolproof security systems in place? And ah, well, the Taj Mahal and Oberoi-Trident hotels were certainly not soft targets! Is it not a shame that our security forces could manage to catch just one terrorist alive – who too, by the way, could have died had he been more grievously injured than he was? What have our security agencies done – apart from passing the buck? Surely we deserve to be told why they failed to get wind of the meticulously planned attacks?....Continue

Monday, January 05, 2009

Army ignores all politicians in Pakistan’

Captain Alok Bansal, a serving Naval officer and Research Fellow at the Institute for Defence Studies and Analysis, tells Mayank Singh that politicians in Pakistan want peace, but not the Army and ISI

What lies ahead in Indo-Pak relations?

I feel that developments will affect Indo-Pak relations but not very significantly, if the US manages to pressurize Pakistan adequately. Recent developments have indicated that Pakistani Army and its rogue intelligence agency, ISI, are not under political control. The US might either take action against Lashkar (Jamaat ud Dawa) unilaterally or force Pakistan to hand over some of the people demanded by India to diffuse the situation.

Do you foresee any military options being exercised?

That possibility now is bleak but if the 20 men are not handed over and the issue does not fade from public memory, India may be forced to carry out a surgical strike on LeT HQ at Muridke or even target killing of its leadership by covert action.

Is Pakistan involved in the carnage?

I personally feel the recent attacks have been carried out by terrorists from LeT who have been influenced by Al Qaeda and trained by sections of Pak Army and ISI. The political government was neither consulted nor aware of the operations. The political leadership in Pakistan genuinely wants to improve relations with India but there is a strong bureaucratic-military resistance.

What according to you is the internal state of Pakistan?

Pakistan is a withering state and is being kept together by its Army. If the Army is weakened the state will wither away. The economy is in bad shape. The entire Pakhtoon belt has been affected by the virus of Islamic radicalism and the other ethnic troubles.

What can be done to control such activities?

Maritime security needs to be beefed up, at present the politicians and bureaucrats do not understand matters maritime. We need to set up an elaborate coastal security infrastructure, with coastal radar stations, transponders on fishing boats and marine police. Fishing needs to be regulated and vessels operating beyond a certain distance must have some communication equipment. There are multiple agencies dealing with maritime issues, to begin with an expert on maritime security, serving or retired, must be appointed as maritime security adviser with a maritime security advisory board. Delhi being so far off from the seas, not many security experts understand the peculiarities of maritime operations. ( Logistically, Karachi to Mumbai is three hours by a speed boat)....Continue

Friday, January 02, 2009

Developmental Imperative - Known response, sans solution

Rana Nayar, Prof. of English, Punjabi University

Though terrorist strikes are always unpredictable, our response to these has become egregiously, hideously predictable. Every time such an incident rocks Bangalore, Ahmedabad or Delhi, leaving a few scores or a few hundred dead and many more injured, the respective state governments immediately go on the backfoot. The opposition suddenly turns offensive and starts making well rehearsed noises. Of course, the victims and their families are not even left alone to stitch together their tattered lives or absorb the daily growing influence of violence. After the Delhi blasts, the politicians (we have no statesmen left!) were, as usual, back to their games. Ironically, it was Narendra Modi who, having failed to contain terrorism in his own state, made a claim that he had forewarned the Central government. Rather than act, our former Home Minister Shivraj Patil was busy showing off his sartorial elegance and scoring brownie points by claiming that he had prior information on it, much before Modi chose to communicate it to him. No one seems to have thought it to be worthwhile to ask the Home Minister as to what he really did with the information he claims to have had.

Later in the day, when the Cabinet met to discuss the situation, the usual shibboleths were trotted off about how terrorism is a threat to the unity and integrity of our nation; how it is a law and order problem that demands more stringent vigilance on part of the security forces, but definitely no stringent laws to back them up in their fight against it. Of course, there was nothing startlingly new or refreshing about the response of the government. Over the years, our politicians have repeatedly been saying that terrorism is a ‘law and order problem’ or a ‘global phenomenon.’

Whenever our political leaders or decision-makers are either not able to deal with something or just want to shrug it off peremptorily, they often label it as ‘global.’ It sure is a refusal on their part to recognise the specifically local and national character of ‘terrorism’.....Continue

Monday, December 22, 2008

Where Assam failed, Meghalaya and Arunachal Pradesh set an example in stemming the tide of illegal Bangladeshi migrants

States in the northeast, the worst affected by the Bangladeshi problem, have often shown varying and sharply contrasting responses to the migrants problem. The Assam blasts had been claimed by the Islamic Security Force (Indian Mujahideen), which is believed to have among its ranks illegal Bangladeshis from the northeast. Strangely, Assam’s Congress government has for weeks now, been in the dock, blamed for trying to place the blame on militant groups like National Democratic Front of Bodoland (NDFB) and the United Liberation Front of Asom (ULFA), to avoid displeasing its alleged Bangladeshi votebank in the state.

Meanwhile, Meghalaya and Arunachal Pradesh continue to explore every legal provision that could help them detect and flush out illegal migrants . “Our legal provisions are such that even Indian citizens are not allowed to settle in the three autonomous councils that we have in the state,” HS Lyngdoh, Meghalaya deputy chief minister told TSI. “So where is the question of allowing illegal Bangladeshi migrants to settle in our state?”

Meghalaya has for many years now a check post at Jorabat, on the Assam-Meghalaya border, where police routinely picks suspected illegals from interstate buses. “It’s a deterrent,” says Meghalaya IG (special branch) Dr SB Singh. And how bad is the situation in Meghalaya? “It’s much more comfortable than in Assam,” says Singh. Expectedly, the state is now upset with Assam because of its failure on the Bangladeshi front. “We have check posts on every road coming into the state,” says Lyngdoh. “However, given the fact that we have a border dispute with Assam, we do not have a border so to speak with the state in many forest areas, which, therefore, are beyond our control. Once our border is sorted out, we will handle the problem there as well.” As a lot of illegals allegedly get their identity papers made in Assam, Lyngdoh said that such papers would not be accepted in Meghalaya.

Fearing a situation such as Assam, where illegal Bangladeshi nationals now dominate a number of districts, groups like Hynniewtrep Achik National Movement (HANM) and the Meghalaya Progressive Alliance (MPA) have been demanding stringent measures against Bangladeshi illegals in that state.....Continue

Thursday, December 18, 2008

Spot of bother

Astronomers have discovered something odd in the night sky. Millions of stars are racing at high speeds toward a single spot in the sky. The whys and wherefores of this cannot as yet be explained, simply because researchers don’t know what it is that is pulling so many galaxy clusters towards it. That is why they are calling it ‘Dark Flow’. Another mystery to ponder over about outer space....Continue

Saturday, December 13, 2008

For world 'piece'!

Since the last week of August, Russia has been consistently visible across the news spectrum, especially amongst the western media, facing brickbats from various critics and analysts. Russia’s decision to recognise the independence of Abkhazia and South Ossetia has not only annoyed many developed countries but has also raised the age old latent question: Is cold war over?/ Does this mark the revival of Russia?/ Is Russia indirectly challenging the super power(s)?

The in-depth analysis of the latest 'Russian Doctrine' makes it evident that she is preparing both mentally and militarily to face her obvious enemy. Russia knows very well that she needs to work on her core strengths (world’s leading oil and gas supplier) that shall not last till eternity and may exhaust very soon. The nation is also facing a problem due to a decrease in population, a majority of which are migrants and not Russians. Presently, only 70 per cent of Russians constitute the country's military. To make matters worse, it is estimated that this percentage will be reduced to 60 in the near future.

Recently, the US Secretary of State Condoleezza Rice warned Russia and said, "In contrast to Georgia's position, Russia's international standing is worse now than at any time since 1991… and the cost of this self-inflicted isolation has been steep." Moreover, Putin was also found stating that the scramble of USSR was the greatest disaster of the 20th century, but now Moscow is in a position to undo the damage.....Continue

Friday, December 05, 2008

Eloquent justice for the dumb

Adeaf and dumb rape victim from a remote village in Ferozepore district of Punjab could possibly never had the chance to come out with her version of the ghastly incident, but for a landmark ruling by Justice Ranjit Singh of the Punjab & Haryana High Court, ordering the trial court to record evidence of Sundari (name changed) as victim, with the help of sign language experts. The rape led to pregnancy and she gave birth to a girl child. The HC recognised it as a confirmation of the sexual action of the accused.

The High Court had to step in after the prosecution closed its case before the trial court, expressing helplessness in examining the victim, arguing that she was unable to communicate being deaf and dumb. The case was put before the High Court by Sundari's father as the state government seeking revision of trial court order, declined to allow sign language experts to speak for the victim....continue

Monday, December 01, 2008

Independents seem to hold the key for next Assembly

IIPM Publication
Three of the four Assembly seats in Rajouri district have rebels contesting against their own party nominees. None of the rebels of major political parties -- National Conference, Congress, People's Democratic Party and BJP – stayed away from the elections for Darhal, Rajouri and Kalakote Assembly seats of the bordering district.

So far as noise making goes, the PDP election manifesto – titled 'make Self–Rule happen' – echoes its role of filling the political space between separatist and mainstream parties with its soft separatism agenda. It emphasise bringing Jammu and Kashmir politically, economically and constitutionally closer, foreseeing a "shared sovereignty" of a united J&K between India and Pakistan.

NC president Omar Abdullah released his party's Vision Document for J&K "At the political level, the NC Government will try to convince those who have taken recourse to violence and intimidation as means to achieve their goals to come on the dialogue table," the Vision Document says. Meanwhile, the only party displaying lethargy is Congress despite having ruled the state for three years in coalition with the PDP. Though it is open to elections, the party is yet to release a poll manifesto. While former chief minister, Ghulam Nabi Azad, will spearhead the poll campaign, the party lacks a concrete programme to approach the elections held in an environment of strife.....Continue


Thursday, August 07, 2008

K. V. Sridhar, National Creative Director, Leo Burnett


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

K. V. Sridhar, National Creative Director, Leo Burnett: Sambit is a great creative guy. There are some creative types who try and do different work and he is one of them. He basically enjoys positioning a brand and taking things forward. The way he has been working for Coca-Cola is spectacular. In fact, he has been completely involved and responsible for the launch of the Minute Maid brand. The tagline ‘Where is the Pulp’ was his brainchild. We wanted to position Minute Maid as a different and natural drink, as pulp is the real differentiator. The way he brought in energy into the brand, which otherwise would have been just another rational copy is superb. Sambit has brought in loads of attitude into a simple thing like pulp and also at the same time ensured that the ad caters to the young generation. He has come up with a fantastic way of positioning the product, keeping in mind all the things that make a brand really successful. He is a genius in commercial advertising. He has been very successful in the 3600 kind of thinking, which is a more in-the-face kind of communication. He has a strong vision and thinks in a holistic fashion. You don’t get to see his kind of maturity often.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Monday, July 21, 2008

Tailoring to perfection


When IIPM comes to education, never compromise

Saville Row is still miles away from the indian sub-continent. But here’s a man who’s taken it upon himself to create space for his brand on the global stage


Sparkling lights, dazzling crystals, glamorous dresses and pulsating beats… one just cannot desire for more from spectacular models walking the ramp with unique fits and royal cuts. And who deserves credit for all this? Well, it’s none other than the Indian Textile industry which is currently upbeat and all enthusiastic about its much exaggerated novel innovations and celebrity endorsements. So there we were, all set for an encounter with S. Krishnamoorthy, President & Head of Textiles Unit, Grasim Industries Ltd, a flagship of the Rs.175 crore Aditya Birla Groupwhich has been synonymous to urbane chic fashion and classy apparels for ages now.

We entered his office and the sight that greeted us made us believe that in the midst of this glitz and shimmer surrounding the word fashion and apparels, there still exists ‘simplicity’! We shook hands with a man whose impeccable simple charm and efficacy has enabled him to roll aside the biggest boulder on his path to success. Krish, as his business card pronounces his name (and not the fantasy Indian Super Hero) was somewhere in his sixties, simply dressed and was taking his brunch bites off his plate. He was done with it in a while and then began our chat session with a man whose friendly approach and warm smile was unbelievable considering the industry to which he belonged.

He earned a bachelor’s degree in Science (in 1973) and has further completed a Diploma in Wet Processing of Textiles from City & Guilds, London. His industry ride started in 1974 with a stint at Madura Fabrics and later on joined Arvind Mills in 1995. There, he laid down a plant which later proved to be a marvel as it turned into a shopping place for all the premium brands in the world, currently producing about 34 million meters of high value shirting. On being asked about his alliance with Grasim for 8 long years, he humbly asserts, “The experience with the Birla group has been awesome. We have certain values like integrity, commitment, speed, passion et al.” Crowned as one of the most dynamic Sales & Marketing personnel in the Indian textile industry and credited with the growth of Grasim Brand in the domestic arena, he claims that, “To dominate in Indian market you need to have a strong brand image. And that’s what I have done with Grasim. I made it a Grasim Brand; the brand from then to now. And today, we command a huge 15% market share!”

Taking key consumer insights into consideration, Grasim earns many applauds for its fabulous product range which includes sub-brands nurturing a whole array of choices such as Freedom (the softest fabric currently available), Ice Touch (a fabric which keep body temperature at 5 degrees cooler), Venetia (the latest line of Italian stripes and checks), Medova (international fabric launched for the first time with Modal), Caramel (soft, smooth and light weight fabric) and many other exclusive showroom products. Today the Grasim group has forty-five exclusive brand stores under its umbrella and plans to add thirty more by next year. And what about its global operations? Well, it is fast spreading its wings across continents and is foraying into European and many other markets explaining which he adds, “In our case, 50% of our total revenues come from the domestic market and the rest comes from exports. And that is because we have focused on both the markets.” Grasim is also belligerent about increasing its pan-India presence through its strategy of establishing itself in the tier two and tier three cities as well. And apart from roping-in Akshay Kumar as its brand endorser, it has also tied up with Godrej Aadhar and ITC’s eChoupal to tap the ever growing demand and revenues in the rural and rurban markets. “I think the overall industry has grown phenomenally during the past two years. Globally speaking, the reason for this forward march is the abolition of quota systems and in the domestic market the prime reasons are an increase in purchasing power and of course, the retail revolution,” asserts Krishnamoorthy who is also an active participant in the Indian textile industry and a member of CII for textiles.

But while there’s prosperity for one, the others are not deprived of the furious pace at which the industry (both in India and globally) is marching ahead at; and that’s precisely where competition creeps in. When asked about the same, he calmly responds, “We might not have created a strong brand name and though we are invisible in the global markets, yet our revenues are equally distributed geographically...” Confidence for sure in his tone, something most expected from a veteran who has had his share of experience in domestic & global sales, marketing and exports as the President of Grasim Industries.

With an ode to the enormous amount of success attained so far, we couldn’t help but wonder about his next agenda. “We are also looking at the JV route; we are talking with some European markets together for technology & design for womenwear...” Sure enough, this man exuded confidence that would ratle his competitors and please his customers. Meet this leader and you’d believe us when we say that Krish is indeed a “self made man”!

Edit bureau: Neha Saraiya

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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