Monday, August 11, 2008

Reserve Availability

Therefore, the real issue is not reserve availability, but timely deliverability and here enhanced cooperation and dialogue among all parties to ensure security of demand, as well as security of supply.” The report estimates that from 1995-2003, new discoveries had actually improved recoveries by almost 138 billion barrels. This was especially possible due to more advanced extraction techniques & management. By 2020, oil production is likely to cross 1600 billion barrels with reserves close to 3400 billion barrels! On the basis of OEPC’s own data, it can be logically concluded that the oil price dilemma is not necessarily dependent on consumption alone. Various analysts have contended that OPEC deliberately controls production in order to safeguard its own interests in order to maintain a high price point.

While the top ten oil extracting nations produce about 52 million barrels/day, the top ten oil consuming countries together use close to only 50 million barrels/ day. This means that that a good 2 million barrels of crude can be utilised in price stabilisation, especially when volatility is playing havoc with the global economy. It’s technically proven that the world currently produces more oil than it consumes, but uncertainty of oil prices remains. Production has increased by a salubrious 26% as compared to levels in the 1960s. In fact, oil price insecurity can easily be alleviated on the prospects of huge untapped reserves in Alaska, Latin America and Siberia.

“Oil prices are not determined by the ‘real’ supply-demand for oil, it is the ‘anticipated’ supply-demand, which ascertains the value of the product,” says Saikia. As far as the blame game is concerned, the supposedly new oil hungry nations putting pressure on global oil prices, are factually not the raison d etre’ for the anomaly. China, the nation taking up most of the blame, consumes close to 7.2 million barrels/ day however more than half of this (3.8 million) is met by domestic production. US, on the other hand, consumes a preposterous 20.5 million barrels every day, while contributing a miniscule 8.1 million. Even major oil producing countries like Indonesia cannot hold on to prevailing pressure. With the dangers of ‘galloping inflation’ looming, the country is all set to withdraw from OPEC. It’s the most stinging irony with power. Those that hold oil reserves are making life dificult for the rest by constraining production. The problem then is not shortage of oil per se, but rather the concentration of oil resources in a few hands, which are failing to see beyond their own interests towards the larger good of the planet.

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Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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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.

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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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Tuesday, August 05, 2008

Four-wheeler domain

It is important to understand why biking giants are foraying into the four-wheeler domain. Has the two-wheeler sector saturated already? Let’s look at the figures. As compared to FY2006-07, domestic two-wheeler sales shrunk by a lamentable 7.92% to 7.25 million during FY2007-08; exactly the period when the CV sales rose by a commendable 4.07% to touch 486,817 units and PV segment sales rose by a healthy 12.17% to touch 1.55 million. Infact, during the same period, the LCV segment alone witnessed a walloping 12.29% growth to touch 215,823 units. So there you are, if we base our analysis on historical data, considering that with two-wheeler sales suffering, Hero and Bajaj couldn’t be making a better extension to their product mix. Confirming the same, Vaishali Jajoo, Auto Analyst, Angel Broking asserts, “The two-wheeler industry growth is expected to fall in the long run as per capita incomes increase. Further interest rate fluctuations and uncertain movement in inflation have put comparatively larger pressure on the two-wheeler industry as well...” Therefore, the move is positive in the long run as improving affordability is resulting in higher volumes for the four-wheeler segment compared to two-wheelers. Even when we consider the moves ordinally, they do look well-judged. No wonder the investment plans are also huge with Hero-Daimler’s JV plan to invest over €700 million over the next five years (of which Daimler will bring-in €220 million in the form of FDI). The JV expects to start production of CVs by 2010 and aims to achieve a localisation rate of up to 80% in order to optimally utilise cost synergies, with exports planned to commence a couple of years after production begins.

On the other hand, the Bajaj-Renault-Nissan trio in a perfect military secret mission type have given a code to their project – ULC. Bajaj will own a 50% chunk in the JV while Renault and Nissan will own 25% each. A production plant will be set up in Chakan (Maharashtra) with an initial capacity of 400,000 units/year. The company proposes to commence roll-out of vehicles by early-2011. “The venture is still at the nascent stage. We are here surely to make a difference and apart from this, we cannot disclose much at this point of time,” reveals Nitin Kochar, Exec. Director, Bajaj Auto. Indeed the plans of the two-wheeler giants look grandeur. However, the four-wheeler Indian drive for these specialists is expected to be bumpy. They need to overcome a number of bottlenecks. “The foremost challenge is moving into a completely new segment. Dealership problem to a certain extent will also pose as a major challenge,” cautions Jajoo. Moreover, with competition heating-up every minute, we might just see a situation of oversupply. Surely, late movers will have very little advantage in this regard.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, August 04, 2008

No chinks in his armour

Despite a blip in Mittal’s plans; the steel tycoon is going strong

Tony Stark, the protagonist of Marvel comic series Iron Man, is in many ways similar to Laxmi Mittal, the steel empire builder. Both men were relentless empire builders even in the wake of adversity and reservations. Neither was ever affected by complacency. The moniker of Iron Man is best suited for a Marvel universe inspired socio-economic structure. But we may still conclude that the Iron Man of the real world is indeed living up to his name. Not satisfied by his multibillion dollar bid to merge the world’s largest steelmaker with his own company back in 2006, Mittal is back for more. Obviously when you have $105.2 billion worth of revenue, complacency is well just another impediment.

With a production of 116 million tones of steel, ArcelorMittal has a market share of close to 10% in the global consolidated steel industry. In a bid to even further his reach, the businessman of Indian origin has already fired up the first three months of 2008. In April, he first acquired 50% share in Gonvarri Brasil forming a steel servicing JV. “This JV will allow us to further grow in this very promising market (Brazil),” said Jon Riberas, CEO, Gonvarri. Then Arcelor Mittal has announced that the I/N Kote facility in US will now have an additional capacity of 480,000 tones for building continuous galvanizing line (CGL), almost doubling the facilities galvanising capacity. On an annual basis, the I/N Kote facility in Indiana produces close to 450,000 tones of hot-dip galvanised and galvanealed sheet.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative