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Submitted Articles
name: NIK
rollno: 29
articletitle: Advance IST
by 30 minutes, save Rs.10 bn: scientists
article: A group of scientists have suggested that the Indian Standard Time
(IST) be shifted forward by 30 minutes to reduce peak time energy demand and save at least Rs.10 billion per year.
According
to a paper prepared by Dilip R. Ahuja, D.P. Sen, both from the National Institute of Advanced Studies, and V.K. Agrawal, Southern
Regional Load Despatch Centre, Bangalore, the shift in IST by 30 minutes will help India use more daylight and reduce the
peak power demand during evening.
The shift will put India six hours ahead of Greenwich Mean Time (GMT). Though
several countries use multiple time zones, the scientists say it may not be a viable option for India.
'We propose
that we advance, once and for all, IST from being the time at the 82.5 degrees East longitude to 90 degrees.... The consequence
will be that we would advance the day by half an hour and hence have available an extra half hour of daylight in the evenings,
when it is more useful for the entire country,' the scientists said in their paper.
'The major quantifiable benefit
will be the savings in peak load electricity,' they added.
The paper published in the Current Science magazine
underlines that the average cost of generating energy or electricity in the evening is usually more than the average tariff
charged by the government, leading to losses.
'The money value of the saving is likely to be in the range of Rs.1,000
crore (Rs.10 billion) per annum and will alleviate partially the current problem of meeting the evening energy demand,' they
said.
If the government goes in for such a change, the percent saving in the evening peak energy demand would be
around 16 percent, which is 'substantial', they explained.
The scientists further stressed that the 'saving of
about 16 percent will be greater in later years as domestic loads tend to increase with GDP growth.
'We readily
acknowledge that some lights may have to be switched on in the mornings, especially in northern and western parts of the country
for a few weeks in winter following the time advancement.
'This increase could be considerably reduced by having
separate timings for schools during winter, thereby also reducing the inconvenience of sending children to school in dark,'
the trio said.
'The only investment that will be required is for planning for the first year of implementation
and for subsequent monitoring and evaluation,' the scientists held.
They also pointed out that in the eastern parts
of the country, the IST shift would provide an extra hour of daylight as there would be a change in the office timings
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle:
NIELSEN REVEALS RAPID GROWTH OF US ETHNIC TV HOUSEHOLDS
article: NEW YORK: The growing importance of ethnic television
households in the United States has been brought into the sharpest focus yet by the latest National Universe Estimates from
The Nielsen Company.
It reveals that Latino TV homes were the fastest growing national segment, increasing by 4.4%
during the past year to 12.1 million.
They were closely followed by Asian homes with a 3.9% rise to 4.5m, while the
number of African-American TV households climbed to 13.6m, an increase of 1.5%.
Nielsen announced last week it was
scrapping the 15-year separate Hispanic ratings service, that viewing segment now being included in its general people meter
survey.
Nielsen says Los Angeles is the biggest Hispanic market, followed by New York and Miami-Fort Lauderdale. LA
also leads in the Asian TV households league, with New York second and San Francisco-Oakland-San Jose in third place.
New
York has most African-American TV households, with Atlanta in second place and Chicago at number three.
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle:
P&G IN RED QUEEN MODE OVER ADSPEND
article: CINCINATTI: As the Red Queen said in Lewis Carroll's immortal Alice
in Wonderland: "Words mean exactly what I want them to mean, neither more nor less."
And when it comes to defining
adspend as a percentage of sales, Procter & Gamble concurs.
For reasons apparently cosmetic, the planet's largest
FMCG manufacturer has restated eleven years of ad-spending data. The move was revealed in the company's annual report filed
August 28.
Conveniently, this performs a 'Soviet history' on the decline of P&G's adspend as a percentage of sales
ratio - a metric that has in recent years irked some investors, particularly in the light of declining growth in organic sales.
The
prestidigitation adds $349 million (255.85m; £173.07m) to 2006 ad expenditure, with substantially less adjustment in earlier
years.
Advertising Age summarizes P&G's juggling act as follows ...
What's in:
In-store advertising via displays
or third-party vendors, such as NewsCorp's SmartSource and Thomson's Wal-Mart TV (but not trade deals with retailers).
What's
out:
Salaries and benefits of P&G marketers
What's always been there:
Traditional media
Agency fees
Trilled
a P&G spokeswoman: "Over the past few years we've been looking at ways of improving the effectiveness of our marketing
spending.
"As a result, we've been shifting more of our dollars away from traditional TV and toward other media, including
instore. So we thought it was important to include in-store in our disclosed advertising spending."
But cynics, such
as Sanford C Bernstein analyst Ali Dibadj, suspect that the differences between the old and new definitions could boost P&G's
reported 2007 outlays by $350 million.
"Pish and tush," indignantly replied the Cincinatti colossus, insisting that
it hasn't even calculated - let alone disclosed - the impact of the readjustments on its 2007 numbers.
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: FACEBOOK FACES DOWN WORLD'S THIRD LARGEST BANK
article: LONDON: HSBC, the
planet's third largest bank was no match for the people power of Facebook, which last week forced the banking giant to retreat
on its decision to withdraw students' interest-free overdrafts once they leave university.
In July the bank decided
to axe the interest-free overdrafts, asserting that many students, who did not intend to make HSBC their main bank, were running
accounts with other banks to take advantage of interest-free borrowing facilities.
It also alleged there to be high
levels of bad debt on these accounts, with students piling-up overdrafts and then "effectively disappearing".
Some
cynics argue that instead of penalizing such enterprising embryo bankers, already well-versed in money manipulation, HSBC
should have offered them trainee-management positions.
However, a massive revolt by graduates, fomented by exposure
on the social-networking website, brought about a hasty U-turn by the bank, which declared itself "not too big to listen to
customers".
The coup was masterminded by National Union of Students vp Wes Streeting, who set up a Facebook group called
"Stop the Great HSBC Graduate Rip-Off". It attracted over 5,000 supporters.
And stopped the bank's move dead in its
tracks.
HSBC undertook to freeze interest charges on overdrafts up to £1,500 for students who graduated this summer.
It also agreed to refund any interest charged in August.
Said Streeting: "There can be no doubt that using Facebook
made the world of difference to our campaign."
While Andy Ripley, HSBC head of product development, said the bank would
work with the NUS to "enhance our new account offer so that it fully reflects the needs of recent graduates".
In the
current financial climate, even the world's third largest bank needs all the friends it can get.
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: SCOTCH SALES KEEP DIAGEO OFF THE ROCKS article: LONDON: Diageo claims its
best financial results ever, with full-year profits totalling £2.16 billion ($4.4bn; 3.2bn) - over 5% up on the previous twelve
months - helped in particular by strong sales of scotch. Overall sales volumes rose by 6%, and revenues by 3% to nearly
£7.5bn, with around 15 million cases of Johnnie Walker being sold in 2007, amounting to nearly 50% of its scotch total. Its
Guinness beer brand, on the other hand, managed to offset a 5% decline in the UK and a 9% dip in Ireland with strong sales
in Africa - sales in Nigeria now eclipse those in the Emerald Isle! Cfo Nick Rose, however, sounded a note of caution,
predicting that 2008 might be "a tough year" for the company as rising prices for barley, corn, malt and glass could exert
a "net inflationary impact". _______________________________________________________________________________
name: NIK
rollno: 29
articletitle: Leadership, RDB style
article:
A student with all the answers is not necessarily the brightest in class. To identify a truly brilliant kid, I suggest we
look for the one who asks the maximum questions." So said Rakeysh Omprakash Mehra, the director of Rang De Basanti (RDB) and
a panelist at the Times NIE Principals seminar 2007-08. The meet titled 'Nurturing the future leaders of India', was held
in New Delhi on Friday as part of the Times of India Lead India campaign.
Accompanying Rakeysh was ad man and RDB lyricist
Prasoon Joshi. "We need to modify the school curriculum to include all that is relevant and contemporary. For instance, why
can't we have a chapter called 'Sifarish' in our textbooks and teach students that this is wrong?" asked Prasoon.
RDB's
strength lies in making leaders out of ordinary people. The essence of the Lead India campaign can be seen throughout the
movie. It was only fitting that the director and lyricist of the landmark film both youth icons in their own right be
associated with Lead India.
Interacting with over 700 principals from Times NIE member schools, the dynamic duo agreed
and disagreed, drawing the audience deep into their discussion. "We should have a criteria for selection of leaders," said
one principal. "Teachers should lead by example because they have the ability to influence young minds," suggested another.
The principals put forth many a pro and con of the current education system. "Principals play an important role in grooming
future leaders. Which is why it made sense to club this annual seminar with the Lead India campaign," explained Sanjeev Vohra,
director (RMD) Times Group.
Present on the panel with Rakeysh and Prasoon were Dabur India Ltd vice-chairman Amit Burman,
Bennett Coleman & Co Ltd CEO Ravi Dhariwal and TOI Delhi Resident Editor Arindam Sengupta. Reacting to an audience comment
on how the corporate world chooses its leaders, Burman said, "Leaders aren't born. Neither are great artists. Both are born
with potential... with underlying traits that make them a potential artist or a potential leader, given the right stimulus
and environment."
Rakeysh jumped in: "I'm very tempted to make a movie called 98.3%. How can a student's marks determine
her leadership potential? We must do away with parts of the existing education system that are irrelevant." The suggestion
was greeted with applause. BCCL CEO Ravi Dhariwal recalled how times have changed. "When I was choosing a career, politics
was a dirty word. These were ideas born out of cynicism and rejection. Today's 23-year-olds are gung-ho about India and believe
they can change the system." Winners of the Times NIE Colour Splash sitting in the audience nodded eagerly. The seminar was
sponsored by Frankfinn Institute of Airhostess Training.
Arindam Sengupta deconstructed the concept of leadership:
"When a majority of Indians are deprived of essentials such as food and clean water, it's safe to say that our leadership
has failed. We need to inculcate the right values in our future leaders and that's where principals come in," he explained.
The
interaction grew interesting with Prasoon and Rakeysh suggesting that offending pages from textbooks be ripped out, one day
every fortnight be set aside to interact with students beyond the classroom and caste-based admission system be boycotted.
When principals protested that boycotting the system would not go down well with the education department, Rakeysh replied
in all earnestness, "The most they can do is arrest you."
comments:
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name: NIK
rollno: 29
articletitle: Flying economy: GDP grows 9.3%
article:
Notwithstanding interest rate hikes, the Indian economy continued with its 9% plus growth story, thanks largely to strong
rise in manufacturing and service sector output. Data released by Central Statistical Organisation on Friday estimated gross
domestic product to have increased 9.3% during the first quarter of 2007-08, compared to 9.6% during April-June last year.
In
the coming months, however, economists expect the growth rate to dip a little and close the year around the 9% mark. RBI expects
GDP to rise grow around 8.5% though FM P Chidambaram told reporters he expected the economy to grow at close to 9%.
"There
seems to be a consensus around the 9% level," said Saumitra Chaudhuri, a member of PM's Economic Advisory Council
What
makes the story sweeter is a slightly better performance by the agriculture which is estimated to have seen a 3.8% rise in
output during April-June this year, compared to 2.8% in the same period last year. A good monsoon is prompting economists
to predict that farm sector will grow at least 3.5% this year.
The other good news is projection of continued boom
in the service sectors, which now account for over half the GDP.
A good harvest typically augurs well for industrial
demand though those like Crisil's principal economist D K Joshi are suggesting that high rates would result in a slight growth
moderation in manufacturing. The sector could see output growth slip to single digit levels in coming quarters. "RBI's policy
has had an impact, but has largely been confined to interest rate-sensitive sectors like consumer goods and construction.
Investment cycle has been so strong that growth rate has remained high," said Joshi.
Economists working for the government
attribute the rise in industrial activity to high demand due to rising income levels, which is egging manufacturing companies
to invest in capacity addition.
But if the projection of a growth moderation are correct, then you could expect that the upward pressure on interest rates
may ease in the coming months.
Reserve Bank, which has adopted a zero tolerance approach whenever it feared that there
were signs of a bubble building in the economy, continues to maintain its stance in light of the international developments
and has already warned of the possible adverse effects of the sub-prime lending crisis in the US.
While Chidambaram
said that funds would flow to productive sectors of the economy, economists like Chaudhuri do not expect any immediate easing
of rates. "A tight monetary policy regime will continue," he said. Joshi put it slightly more simply. "You may not see interest
rates decline but they will remain steady," he said | ______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: Store Brands vs. National Brands
article: National brand or
store brand? The debate has continued for decades, from researchers studying consumer behavior to customers weighing the upside
and down of supermarket items.
The latest argument from store aisles gives a slight edge to plain store-label products.
A double-blind nationwide taste test released last month by Meyers Research found that participants overall preferred the
taste of private-label products over better-known national brands by 51 percent to 49 percent.
The survey pitted two
national-brand items against two store brands in each of 12 categories representing everyday meals -- items such as French
roast coffee, orange juice, raisin bran cereal, colas, potato chips, ice cream and cheese pizza.
The national brands
included such household names as Minute Maid, Maxwell House, Keebler, Coke, Pepsi, Green Giant and Betty Crocker. The store
brands included Safeway, Wal-Mart, Trader Joe's, Target, Whole Foods and Kroger. Making nearly 1,800 taste comparisons were
298 shoppers representing diverse ethnic, gender, economic and household demographics.
"The true test is when the consumer
tastes the product," says Brian Sharoff, president of the Private Label Manufacturers Association, which sponsored the taste
test. "Most consumers still have their favorite national brands -- although many of the retailers have come up with products
that are competitive."
Like the store-brand raisin bran cereal, which testers chose over the national brand by 62 percent
to 28 percent. Store-brand orange juice narrowly beat the national labels, 52 to 48 percent, the same margin favoring the
store-brand French roast coffee.
Testers (80 percent of whom claimed to "regularly" buy national brands) said snack
foods were almost a toss-up, although store-brand chocolate-chip cookies got the nod, 56 to 44 percent, and national-brand
potato chips topped the store brands, 53 to 47 percent. The national brands of cheese pizza, chocolate ice cream, chicken
nuggets and potatoes au gratin edged out the store brands, but store-brand frozen broccoli won, 64 to 36 percent.
In
beverages, Coke and Pepsi topped store brands, 52 to 48 percent, but participants favored store-brand ice tea, 51 to 49 percent.
"What
this says to consumers is that they now have products which they can have confidence in, that meet their taste and quality
expectations -- and they're the supermarket brand," Sharoff says.
They're also cheaper. A University of California,
Davis, Graduate School of Management analysis published last winter in the Journal of Product & Brand Management found
that for the one out of four product types (from tuna to soap to instant coffee) in which the store brand was higher in quality
than the comparable national brand, the national brand cost 30 percent more. Products whose national brands were higher in
quality than the comparable store brand cost 50 percent more.
Store brands gained a foothold in the market in the inflationary
'70s and '80s as a price alternative, Sharoff says, but retailers in the '90s started developing store-brand products to be
"every bit as good as the national brand." Industry figures show that U.S. sales of store brands have been increasing over
the past five years and now exceed $50 billion a year. A report published this month by Packaged Facts, a market research
group, concludes that store-brand foods and beverages now account for 20 percent of the products sold in mass-market outlets.
Faith
Popcorn says store brands are also gaining momentum because consumers know national brands charge more for comparable products
to offset advertising costs. "And people are really getting sick of being marketed to," says the consumer trend forecaster,
author of "The Popcorn Report" and "Clicking," and founder of the New York consulting firm BrainReserve.
"I see a tremendous
opening for store brands to exceed name brands," she says. "The consumer understands how much money goes into this marketing
and they want alternatives. They don't believe in the ethic of it."
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: FOREIGN POLICY MARRS GLOBAL PERCEPTIONS
OF US BRANDS
article: NEW YORK: One-time globally popular US brands have lost favor of late - ostensibly because of
the US government's political policies overseas - reports the latest annual study by New York-based GfK Roper Consulting.
Jennifer
James, a senior consultant at the researcher, notes increasingly negative attitudes towards Americans, their culture, and
their brands. All of which have impacted adversely on once-esteemed names like Coca-Cola, McDonald's, Colgate-Palmolive and
Kodak.
"Our foreign policy has contributed," believes James. "This past year we're starting to see consumer favorability
waning in the developing markets in Asia, Latin American and Central Europe. That's why we're seeing [brands] slippage."
The
GfKR study - now in its tenth year - tracks the 'likability' of sixty major brands, of which around half are American.
It
indicates that while US brands have lost popularity in developed regions for several years, the loss of favor this year has
spread to developing markets and affected even the American classics.
The five largest falls in "likability" were experienced
by companies headquartered stateside. Coca-Cola plunged deepest by almost 40%, while German and Japanese firms experienced
the greatest gains.
BMW and Sony both leapt by over 30%, with Honda. Mercedes, Sony and Volkswagen also doing well.
But
experts don't agree as to whether the decline is triggered by xenophobia or by consumerism.
Despite James' opinion
that US foreign policy is a contributor to the decline, Ann McGill, a senior faculty member at the University of Chicago's
Graduate School of Business differs.
"I don't see a mindless, myopic, country-of-origin effect," she says. "That doesn't
say an American problem but an American category problem."
She cites Disney's success (+19%) as proof that US brands
are not universally disliked. And although less popular than of yore, Coca-Cola, Nike, Pepsi, Colgate and McDonald's still
figure among GfKR's top ten most powerful global brands
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: Naked Branding by Martin Lindstrom
article: Imagine your company
brochure was so popular that people could sell it online for $38.95. Or your carry bags went for $9.90, and stickers featuring
your company logo fetched $15.50 each. Impossible, right?
Think again. Consider Abercrombie & Fitch, Victoria's
Secret and Playboy. A never-ending range of merchandise attached to these brands gets sold on eBay all the time, demonstrating
the true value of those brands. And, perhaps, the value of their prime driver: sex.
But, is it really that simple?
Does sex sell?
Provocative behavior, seasoned with sex, seems to be an ever-effective formula. Seventy years after
the first lightly clad woman was featured in advertising, for an automobile, sexual suggestiveness still seems to do the trick.
As
trivial and superficial as it sounds, the magic in the old formula still seems to work.
If you pass by an Abercrombie
and Fitch store, you might notice something unusual about the US clothing retailer. This summer, the staff who greet you at
the entrance are wearing an unusually small amount of clothing: a pair of undies for the boys and, for the girls, a micro-sized
bra that you can hardly see.
Then there's the store itself. It exudes a distinctive exotic aroma that you can detect
from the other side of the street. Meanwhile, high-decibel chart-topping music maintains momentum. The windows are covered
with posters of lightly dressed teens, preventing people on the outside from seeing in, and people on the inside from seeing
out.
All this, combined with the fact that the staff act more like models than sales staff, seduces you into feeling
you've entered a nightclub rather than a fashion store.
Of course, this is all quite on purpose. And, it's all about
sex. Abercrombie & Fitch has learned that sex is so powerful that even the toughest retail crises can't compete with it.
It keeps attracting customers.
Whereas other fashion retailers build their identity on the clothes their models wear,
Abercrombie & Fitch has become known for the clothes its models don't wear. And it's earned this reputation by going as
far as possibleor, according to some religious groups, too far.
But is the Abercrombie & Fitch "sex sells" strategy
really that simple? Certainly not.
There's another essential element that goes hand-in-hand with sex. And that's controversy.
In
December 2003, the retailer made headlines across the US. Abercrombie & Fitch's Christmas catalogue was withdrawn from
the market, only days after its release, because of more than 100 photos ostensibly promoting group sex.
Prices for
the catalogue soared on eBay, hitting a high of $150. The forbidden-fruit notoriety seemed to be paying off. Queues in the
stores grew, and the cash registers kept in time with the Christmas tunes.
Abercrombie & Fitch is not alone. Remember
when Calvin Klein's billboard was banned in Times Square; when the Vatican railed against the United Colors of Bennetton's
advertising; and when Madonna's music videos were removed from MTV? What all these had in common was sex and controversy.
As
old fashioned as it may sound, the world's longest-running advertising gimmick still seems to be working. Sex plus controversy
may well equal the world's most powerful marketing cocktail. The mix guarantees to create a handful of enemies and an army
of fans.
It's a dangerous cocktail too. Go too far and your marketing department's inbox may become jammed with complaints.
Then again, if you provoke the right (or wrong) amount of controversy, legal action could put your brand name on everyone's
lips.
Yet time after time the cocktail seems to hit the spot. Victoria's Secret is as successful as ever. And after
Abercrombie & Fitch realized that its detour away from sex a couple of years ago meant no more queues in stores and falling
revenue, the retailer turned right back and turned up the volume on its music, on young and ultra-good-looking staff, and
sexy models.
Last quarter 's revenue increased some 13%. Not bad, considering that its closest rivalGAP, a company
where sex seems to have disappeared just as stacks of unsold clothes have appearedfired 3,000 staff in exactly the same period.
The
conclusion may be disturbing for some, but let's face it: Sex sellseven in 2007.
______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: INDIAN MOBILE SALES OVERHAUL USA, REPORTS
NOKIA
article: KEILALAHDENTIE, Finland: India has leap-frogged the USA to become Nokia's second largest sales market
behind China, the Finnish cellphone manufacturer announced.
CeoOlli-Pekka Kallasvuo made the statement last week whilst
meeting suppliers and clients in the world's largest democracy, which currently has around 120 million mobile users and is
said to be gaining around six million more each month.
According to the managing director of Nokia's Indian unit, around
45% of handsets used in the country are made by the company.
Nokia had previously expected Indian sales to pass US
totals by 2010: its figures from 2006 valued Indian sales at 2.7 billion ($3.7bn; £1.8bn), compared with 2.8bn in the US
_______________________________________________________________________________
name: Rohith Sundararaman
rollno: 43
articletitle: FACEBOOK TO OFFER ADVERTISERS USER-SPECIFIC ADS
article: PALO
ALTO, California: Burgeoning social networking doyen Facebook is to launch a service enabling advertisers to target its users
based on data they provide about themselves on its highly popular website.
The information made available by users
can include everything from their date of birth, hobbies and interests to places and events they are planning to visit, as
well as a wide variety of photographs.
Advertisers will be able to access a special website containing this data, which
will then enable them to identify their target audience with what is hoped will be a high level of accuracy.
The ads
would be different from the banner and box ads currently featured on the site, forming part of the "news feed" section which
details the activities of a user's listed "friends".
The plan is seen as an effort to monetize Facebook which, while
receiving 30.6 million visitors last month, is expected to make a profit of just $30 million (22m; £15m) this year.
Facebook
was founded by Mark Zuckerberg in February 2004 whilst attending Harvard University. In May 2005, Facebook raised $12.7 million
in venture capital from Accel Partners, although it remains an independently-owned entity. _______________________________________________________________________________
name: Shreyas Shetty
rollno: 27
articletitle: Guest Lecture Review: Role of MIS in Marketing
article:
Date: August 25, 2007
Venue: Seminar Hall 2, SIESCOMS Campus
Topic: Role of MIS in Marketing
Guest: Mr. S. Muthukumar
Profile
of the Guest:
Mr. S. Muthukumar is the MIS Manager at Kamat Hotels (I) Ltd. better known for
its flagship Hotel,
Orchid Hotels - an Ecotel Hotel.
He holds a Masters Degree in Commerce, a Bachelors Degree in General Law and
Masters
Degree in Management Studies (M.M.S. - specialisation in Finance)
He has over 15 years experience in the M.I.S. function.
He has worked for
Raymonds, K. Raheja Group of Companies and has overseas experience working
with Churchgate
Group - Nigeria.
Summary:
Talking about the role of MIS, Mr. Muthukumar emphasised on the fact that MIS
helps
in generating quantitative data rather than depending on subjective
references on a particular issue in the functioning
of the business.
Acc. to Mr. Muthukumar, MIS essentially has two objectives:
1. Measuring Performance
2. Measuring
Efficiency
With the help of examples of Hotel industry, it was shown how a particular
figure can be viewed differently
when observed under different situations &
conditions. Thus to cut out the element of subjectivity and thereby
uncertainty,
MIS must be used effectively.
A brief overview of the hotel industry was also presented by Mr. Muthukaumar,
covering
areas like the various segments under which guests are classified,
the dynamics of each segment with respect to bargaining
power etc. Basic
industry parlance viz ARR, Occupancy, APC, CTO etc. and its relevance to the
marketers was
also explained.
_______________________________________________________________________________
name: shantharam
rollno: 65
articletitle: satyam
article: Satyam reshuffles
top positions, new leaders take charge
New Delhi: IT major Satyam Computer Services is reshuffling its top
management. Four of its senior executives have taken on different leadership responsibilities in strategic areas of the organization.
SV
Krishnan is the new Human Resources head; Pavan Kumar is Chief Technology Officer; Vijay Prasad is Chief Information Officer
& Head of Soft Infra group and Hari T (former HR head) will lead Global Marketing and Communications.
“These
moves are a reflection of Satyam’s long-term strategy and adhere to our grow-leaders-from-within approach, to help
position Satyam to excel. For a fast-growing company like ours, these four positions— CTO, CIO, HR head, and Marketing
Head — represent critical elements of our corporate infrastructure,” said Satyam CEO, B. Rama Raju.
“These
four leaders with long stints in the company bring a rich understanding of the company and will play extremely important roles
in our success — in the short term, and well into the future.”
Krishnan, a five-year Satyam veteran,
has led large business teams and was leading the GE business relationship for Satyam.
Hari T, the HR head and an industry
expert, has helped the company grow ten multi-fold over the last 9 years. In his new role, Hari will be based in New Jersey,
USA to help further the Satyam brand.
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