Friday, November 20, 2009

Food Inflation


Riding on the back of rising prices of staple items like potatoes, onions and pulses, food inflation rose to 14.55 per cent in the first week of November in India. In what could give a sense of sky rocketing of food prices, there is no item on the list considered in the data that has shown a declining trend on a yearly basis. I think now the governments need to do two things: invest in the productive capacity of agriculture and improve the operation of food markets. So far they have done one but not the other and this is the need of the hour to check food prices going up.

In a recent article published in 'The Economist' on ‘How to feed the world’, it has been mentioned that it may be too late to avoid another bout of price rises. Despite a global recession and the largest grain harvest on record in 2008, food prices are heading up again. Boosting world food production without gobbling up land and water will also require technology to play a larger role in the coming years. Between now and 2050 the world’s population will rise by a third, but demand for agricultural goods will rise by 70%. But this will have to happen without farmers clearing large amounts of new land as there is very little scope for expansion.

So now it is the time to rethink!!!

Thursday, November 19, 2009

A yuan-sided argument


Why China resists foreign demands to revalue its currency? An interesting point which I am sure must be waving around in everybody’s mind. There is an article published recently in ‘The Economist’ which I am posting below. Lot of arguments and counter arguments on the issue are covered in the article. But after reading the article, I am in a fix to decide what or who is RIGHT….I want you to post your comments after reading it. Enjoy reading.

PRESIDENT Barack Obama, on his first visit to China, urged the government to allow its currency to rise. President Hu Jintao politely chose to ignore him. In recent weeks Jean-Claude Trichet, the president of the European Central Bank, and Dominique Strauss-Kahn, the managing director of the International Monetary Fund, have also called for a stronger yuan. But China will adjust its currency only when it sees fit, not in response to foreign pressure.

China allowed the yuan to rise by 21% against the dollar in the three years to July 2008, but since then it has more or less kept the rate fixed. As a result, the yuan’s trade-weighted value has been dragged down this year by the sickly dollar, while many other currencies have soared. Since March the Brazilian real and the South Korean won have gained 42% and 36% respectively against the yuan, seriously eroding those countries’ competitiveness.

Speculation about a change in China’s currency policy increased in the week before Mr Obama’s visit, after the People’s Bank of China tweaked the usual wording in its quarterly monetary-policy report. It dropped a phrase about keeping the yuan “basically stable” and added that foreign-exchange policy will take into account “international capital flows and changes in major currencies”. But exchange-rate policy is decided by the State Council, not the central bank. And many policymakers, notably in the Ministry of Commerce, do not favour a revaluation right now.

Indeed, Chinese officials have become bolder in standing up to Washington. “We don’t think that it’s good for the world economic recovery, and it is also unfair, that you ask others to appreciate while you depreciate your own currency,” said a spokesman for the Ministry of Commerce on November 16th. The previous day Liu Mingkang, China’s chief banking regulator, blasted Washington for its low interest rates and for the falling dollar, which, he claimed, was encouraging a dollar carry trade and global asset-price bubbles. He strangely ignored the fact that China’s own overly lax monetary policy, partly the result of its fixed exchange rate, is fuelling bubbles in shares and property.

Foreigners argue that a stronger yuan would not only help reduce global imbalances, such as America’s trade deficit, but would also benefit China. It would help China regain control of its monetary policy. By pegging to the dollar, it is, in effect, importing America’s monetary policy, which is too loose for China’s fast growing economy. A stronger yuan would also help rebalance China’s economy, making it less dependent on exports, putting future growth on a more sustainable path.

If a stronger exchange rate is in China’s own interest, why does it resist? Beijing rejects the accusation that its exchange-rate policy has given it an unfair advantage. It is true that other emerging-market currencies have risen sharply this year, but this ignores the full picture. Last year China held its currency steady against the dollar throughout the global financial crisis, while others tumbled. Since the start of 2008, the yuan has actually risen against every currency except the yen.

Beijing also argues that it has done a lot to help global rebalancing. Thanks to its monetary and fiscal stimulus, domestic demand has contributed an incredible 12 percentage points to GDP growth this year, while net exports subtracted almost four percentage points. Its current-account surplus has almost halved to around 6% of GDP from 11% in 2007. Chinese policymakers accept that the yuan needs to appreciate over the longer term, but say now is the wrong time, because exports are still falling, by 14% over the past 12 months.

Another reason for hesitation is that the theory that revaluing the yuan will allow Beijing to tighten its monetary policy is too simplistic. China’s experience since 2005 shows that a gradual rise encourages investors to bet on further appreciation; hot-money inflows then swell domestic liquidity. A large one-off increase might work, as it would stem expectations of a further rise. But the sort of increase required—perhaps 25%—is politically unacceptable because it would put many exporters out of business overnight.

Some Chinese economists warn that the benefits to America from yuan revaluation are much exaggerated. In particular, a stronger yuan would not significantly reduce America’s trade deficit. There is little overlap between American and Chinese production, so American goods cannot replace Chinese imports. Instead, consumers would simply end up paying more for imports either from China or other producers, such as Vietnam. This would be like imposing a tax on American consumers.

These arguments help explain why China is dragging its feet. Nevertheless, in the long run, a stronger yuan would benefit China’s economy—and the world’s—by helping shift growth from investment and exports towards consumption. It would boost consumers’ purchasing power and squeeze corporate profits, which have accounted for most of the increase in China’s excessive domestic saving in recent years. China will probably allow the yuan to start rising again early next year. This will not be the result of foreign lobbying—indeed, China is more likely to change its policy if foreign policymakers shut up. But by early next year China’s exports should be growing again, its year-on-year GDP growth could be close to 10%, and its inflation rate will have turned positive. The arguments in favour of revaluation will then loom much larger.

Wednesday, November 18, 2009

SWOT Analysis


SWOT is a handy mnemonic to help corporate planners think about strategy. It stands for Strengths, Weaknesses, Opportunities and Threats. What are an organisation’s SWOTs? How can it manage them in a way that will optimise its performance? A second four-letter acronym is sometimes brought into play here: USED. How can the Strengths be Used; the Weaknesses be Stopped, the Opportunities be Exploited; and the Threats be Defended against?

The process starts by listing a firm’s attributes under the four headings; a particular strength, for example, might be a dedicated workforce or some currently valuable patent. These are then given scores according to what is seen as likely to be the company’s business environment over the next few years. If a recession is beginning and employees have to be laid off, a dedicated workforce might be a weakness. If a boom is about to begin, however, it will be a strength.

The four features can be divided along two main dimensions:

Internal/external - The internal features are the company’s own strengths and weaknesses. Analysing them is a matter of analysing the state of the company. They are things that already exist. The external features are the organisation’s opportunities and the threats to its future performance. These exist only on the horizon, and they are less easy to assess and measure. They arise from things like changes in technology, demography or government policy.

Positive/negative - The positive things are the strengths and opportunities; the negative ones are the threats and weaknesses.

A SWOT analysis can be applied to different aspects of a company’s business, such as its it capability or its skills. The simplicity and intuitive wholeness of the framework have helped to make it extremely popular with both corporations and governments. An analysis of the competitive advantages and disadvantages of Germany in 1999 found that the country’s strengths lay in its educated and skilled workforce. Among its weaknesses were its high labour and social costs.

Nevertheless, there has been no shortage of critics. One of the main criticisms is that, in the end, such an analysis invariably relies on subjective judgments. Objective measures of all the ingredients in the balance simply do not exist. Some say that this does not matter, because the process of doing the analysis is more important and revealing than the results of the analysis themselves. The journey is more important than the destination.
(From The Economist)

Tuesday, November 17, 2009

Strategic Alliance


Alliances are often said to be like marriages

A strategic alliance is a relationship between two or more organisations that falls somewhere between the extremes of an arm’s-length sourcing arrangement on the one hand, and a full-blown acquisition on the other. It embraces things such as franchising, licensing and joint ventures.

Booz Allen & Hamilton, a firm of management consultants and an acknowledged expert in the field, defines a strategic alliance as:

A cooperative arrangement between two or more companies in which:
• A common strategy is developed in unison and a win-win attitude is adopted by all parties;
• The relationship is reciprocal, with each partner prepared to share specific strengths with the other, thus lending power to the enterprise;
• A pooling of resources, investment and risks occurs for mutual gain;

In general, there are two types of strategic alliance: a bilateral alliance (between two organisations) and a network alliance (between several organisations). Strategic alliances have many advantages: they require little immediate financial commitment; they allow companies to put their toes into new markets before they get soaked; and they offer a quiet retreat should a venture not work out as the partners had hoped. However, going into something knowing that it is (literally) not a big deal, and that there is a face-saving exit route, may not be the best way to make those charged with running it hungry for success.

The most popular use for alliances is as a means to try out a foreign market. Not surprisingly, therefore, there are more alliances in Europe and Asia (where there are more foreign markets nearby) than in the United States. In some cases, alliances are used by companies because other means of entering a market are closed to them. Hence there have been many in the airline industry, where governments are sensitive about domestic carriers falling into foreign hands.

One thing crucial to a successful alliance is a degree of cultural compatibility. Companies are advised, for example, to pick on someone their own size. Alliances between the very big and the very small are hard to operate not least because of the different significance that the alliance assumes in each organisation’s scale of things.

Alliances are often said to be like marriages. The partners have to understand each other’s expectations, be sensitive to each other’s changes of mood and not be too surprised if their partnership ends in divorce. Indeed, many companies build into their alliances a sort of prenuptial contract, an agreement as to what is to happen to their joint property in the event of a subsequent divorce.
(From The Economist)

Energize Your Customers Online


Competing for your customers' attention online can be tough, especially when you're up against dancing banner ads and all of the daily emails customers get. Here are three tips to cut through the clutter and capture your customers' attention in this crowded space:

Create a sense of urgency - Send out a coupon that needs to be used by midnight or offer a free product to the first 50 respondents.

Energize your customers to tell their friends - Word of mouth is incredibly powerful and valuable, especially on the internet. Give your customers something exciting that they'll want to share with their friends.

Make it fun - Whatever the interaction is, keep it simple, fresh, and engaging.

Friday, November 13, 2009

Is really the economy improving?


There are now lots of news in the air about economic improvements. How far it is true? We should take a very close look to understand if it is really improving or not. Recently I came across an interesting article in 'Business Recorder' which I have mentioned below and after reading this I want you to take the decision - 'Is really the economy improving?'

On the global economic and financial front, China, the world s third largest economy is in fact booming while other Asian and Far Eastern countries like Hong Kong, South Korea, Australia and several other countries are also following the trail. However, there are fears that this progress is essentially stimulus based as the national treasuries of several countries are fearfully prodigal and are lavishing large sums of monies to prop up their economies beyond normal rationale.

Besides possibly breeding inflation, there is a perceived tendency for the banks to lend monies for investment in equity markets which appear to be moving up without being in sync with the ground realities pertaining to economic growth or rehabilitation. Thus there are fears that asset creation may have been achieved by liberal and often unwarranted and unchecked lending to investors who are not really investing in productive ventures but may be just speculating.

In this context, World Bank president Robert Zoellick has said in a defining statement that already asset bubbles are forming in certain economies and property prices are also rising which should make us more cautious about the future course of economic functioning and restitution around the globe.

Therefore, it would now be reasonable to think that further financial stimuli by the leading economies of the world may create undesirable or harmful liquidity while several countries have already mortgaged the future of its citizens by lending out extravagantly.

Thursday, November 12, 2009

Leadership


What Makes a Leader?
(By Daniel Goleman)
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision — the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities — but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate.

What Leaders Really Do?
(By John P. Kotter)
Most corporations today are overmanaged and underled. They need to develop their capacity to exercise leadership. Successful corporations don't wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential.

The Work of Leadership
(By Ronald A. Heifetz and Donald K. Laurie)
More and more companies today are facing adaptive challenges: Changes in societies, markets, and technologies around the globe constantly force businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people throughout their organizations to do adaptive work.

Why Should Anyone Be Led by You?
(By Rob Goffee and Gareth Jones)
We all know that leaders need vision and energy, but after an exhaustive review of the most influential theories on leadership — as well as workshops with thousands of leaders and aspiring leaders — it is learned that great leaders also share some unexpected qualities.

Crucibles of Leadership
(By Warren G. Bennis and Robert J. Thomas)
What makes a great leader? Why do some people appear to know instinctively how to inspire employees — bringing out their confidence, loyalty, and dedication — whereas others flounder again and again? No simple formula can explain how great leaders come to be, but Bennis and Thomas believe it has something to do with the ways people handle adversity. Research suggests that one of the most reliable indicators and predictors of true leadership is the ability to learn from even the most negative experiences.