Posted by dearsonu on February 26, 2008
Of course, cartels are neither a new occurrence; nor are they a peculiar situation that exists only in India. In fact, cartels first originated in the heartland of capitalism, the United States and continue to be a serious threat to economic as well as consumer interests across the world. It is said that with great power comes great responsibility. But 
with the passage of time, this proposition has failed to hold the above assumption, as things like cartelisation, price-fixing, collusion & bid-rigging has taken place. Let’s take two distant examples – one of the early 20th century and other of the late 21st century and see how rampant cartelization was then and now.
Today, Fortune 500 companies and oil behemoths like Chevron, Conoco & Exxon trace their origin from 1860s when they were a part of Rockefeller empire – Standard Oil. At that time, Standard Oil had control of almost all of America’s oil market. Standard Oil gradually gained almost complete control of oil production in America. At that time, many legislatures had made it difficult to be incorporated in one state and operate in another. As a result, Rockefeller and his partners owned separate companies across dozens of states, making their management of the whole enterprise rather unwieldy. In 1911, the Supreme Court of the United States held that Standard Oil originated in illegal monopoly practices and ordered it to be broken up into 34 new companies. The logic was quite simple, there was (pseudo) competition, that too on paper.
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Posted in BUSINESS SCHOOL OF INDIA, DR MALAY CHAUDHURI, IIPM, IIPM Admission, IIPM BEST MBA INSTITUTE, IIPM Gurgaon, IIPM INDIA, IIPM MANAGEMENT COURSES, IIPM MANAGEMENT INSTITUTE, MANAGEMENT GURU, PROFESSOR ARINDAM CHAUDHURI, RENOWNED MANAGEMENT GURU AND ECONOMIST, The Sunday Indian | Leave a Comment »
Posted by dearsonu on February 7, 2008
The Sunday Indian – India’s Greatest News weekly
The hallmark of a true leader, as they say, is the ability to create an effective working environment and J.P. expounds on his leadership credo: “My leadership thought is about creating an adequate environment for working, which allows interplay of people to bring out creativity. I emphasise on it because I believe that’s the way to bring out the best from my people.” The leader in him further comes to the surface when he shares with us, his vision for the future of Bausch & Lomb and that is to keep alive the customer intimacy. Elaborates J.P., “My customer will have more value added products in the future. I plan to nurture a long term relationship with my customers, based on understanding and providing them tailor- made solutions.” Like his ideal Lord Krishna, J.P. too tries to use all possible weapons (read strategies) in his arsenal to lead a team. This mantra has also helped him to strike the right kind of balance between his work and personal life. Enthuses J.P., “I apply all the strategies learnt in management school – push, pull, struggle and so on. Basically, what I mean to say is I have set certain priorities for both my corporate and personal life. And I have used all strategies to achieve these priorities, without compromising any of them. Having set priorities for both worlds, I don’t think it’s difficult to balance between corporate & personal life.”
With our eye-opening session with the very dynamic and dapper J.P. Singh coming to an end, his eyes shone brightly as he took off his stylish spectacles, and got ready for a photo-shoot. After all, we can’t have the apple of Bausch & Lomb’s eye in a pair of glasses for all and sundry to see. Right Mr. Singh?
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Source : IIPM Editorial, 2007
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with the passage of time, this proposition has failed to hold the above assumption, as things like cartelisation, price-fixing, collusion & bid-rigging has taken place. Let’s take two distant examples – one of the early 20th century and other of the late 21st century and see how rampant cartelization was then and now.