After reading 'We want to be FMCG’S No. 1' (BT, December 2, 2007), one comes to the conclusion that progressive organisations committed to excellence, the world over, pursue a vision. This provides the motor force for bigger and better efforts by every individual in an organisation. ITC Chairman Y.C. Deveshwar has led his team from the front and, in the process, set a classic example in dedication and responsibility.
Srinivasan Umashankar, through e-mail
Setting an Example
We want to be FMCG’S No. 1 TRULY reveals the spectrum and dimension of the thirst of ITC in its business operations. The FMCG giant has not only established market leadership in the tobacco business, but also carved a niche in non-tobacco arenas. ITC’s e-choupal initiative, delinking of the Wills brand from cigarettes and its extension to newly created lifestyle and personal care products are just a few of the company’s many success stories. Chairman Y.C. Deveshwar’s absolute empowerment of divisional CEOs and the triple bottom line approach of institution building while serving the shareholders and society deserve special praise. What’s more, the company’s vision of blending rural development with its business plan illustrates its commitment to society.
B. Rajasekaran, through e-mail
Success isn’t too far
The Manipal group (MAKEOVER AT Manipal, December 2, 2007) has the experience, the expertise and the goodwill to take a big leap in the education and healthcare businesses. With a will and vision, the group will definitely succeed.
A. Jacob Sahayam, through e-mail
Manufacturing’s vanishing jobs (December 2, 2007) is a grim reminder of perils of globalisation, but there is hope yet. Instead of worrying over the rising rupee, India should venture out into newer markets and tie up alliances with regional blocks to compensate for loss of business in the US and EU. With low wage levels and English language skills, India has a definite advantage over many other nations, and, hence, there is ample scope to salvage our export benefits. However, the government should not be complacent, and should come to the aid of India Inc. and help it tap new markets. YASH CHADHA, through e-mail
It’s Time to Act Fast or...
What is evident from your cover story (The Best Companies to Work for in India, November 18, 2007) is that in order to attract the best talent (or brains) in the market, one has to constantly align oneself with the expectations of employees. Obviously, it is not an easy job, given constant pressure on margins and limited budgets. The fact of the matter is that there are not very many choices for the employers as there are multi-dimensional career opportunities in the market today and if one doesn’t act fast enough, one will certainly lose out. Infosys, Satyam, Dr Reddy’s Labs, etc., have all dropped in their rankings vis-á-vis last year and this is borne out by their increasing attrition rates as well. Interestingly, stock prices of these companies have also come down during this period. The question is—is it the future outlook of the company (as reflected in the stock price) that determines the choice of the employees or is it the other way round or both?
Amit Bansal, through e-mail
Rediffusion: Not Off-colour
With reference to our story (RE) Defusing a Problem (November 18, 2007), Mahesh Chauhan, President, Rediffusion, says that the agency is not under the weather. The entire Airtel business, including valueadded services, is with the organisation. Rediffusion has chosen not to take on board Bharti’s DTH business, as it already has a DTH client in Tata Sky. Also, Rediffusion was not a part of the Bharti-Wal-Mart pitch. And, DNA and Citibank accounts were not lost by the organisation during his tenure.
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