| Company
in Focus
D-Link
(India) Ltd. -- Rajesh Kumar Singh
D-Link
India (DIL), a subsidiary of the multinational D-Link Corporation
Group Taiwan, is one of the fastest growing networking product
companies in India. DIL has a range of products that command
a substantial market share in networking, internetworking
and structured cabling. With a strong brand name, effective
R&D base and the strong backing of its parent, DIL looks
well placed to emerge as a leader in its business.
© IUP. All Rights Reserved.
Technology
Intel's
new technology: The Itanium 2 --
Ravi Madapti
Intel's
Itanium processors were 64-bit chips, specifically designed
for high-end enterprise and high-performance applications.
The Itanium 2 processor was the second in the Itanium processor
family. Intel faced major challenges in gaining acceptance
for Itanium. Intel had put tremendous amounts of energy and
money behind Itanium. Intel's IA-64 fund, started by Intel
for encouraging the use of Intel architecture, had invested
heavily in start-ups to assist them in developing Itanium-based
applications and worked extensively with established hardware
and software manufacturers to get them involved in Itanium-based
projects. Would Itanium 2 also share the same fate as Itanium
1 or would the tech world embrace this new processor? The
article illustrates the challenges involved in gaining market
acceptance for a new technology.
© IUP. All Rights Reserved.
MNCs
in India
ABB's
turnaround -- Mitu
Jayashankar
After
Ravi Uppal took over as the ABB's India manager in 2001, he
has been chasing various product and service opportunities.
And finally, the strategy appears to be paying off.
©
Businessworld, June 16, 2003. Originally published
as `Return to Growth'. Reprinted with permission.
Corporate
Governance
The
Britannia imbroglio
-- Naazneen
Karmali
The
real issues of the Britannia fracas relate to corporate governance
especially in owner-driven companies.
©
Business India, June 23-July 6, 2003. Originally published
as `Exit Wounds'. Reprinted with permission.
Leadership
Leadership
for extraordinary performance -- Joseph
J DiStefano
While
success in the marketplace depends on the managers' ability
to provide leadership, extraordinary performance depends on
their ability to provide extraordinary leadership. The article
explains how leaders generate such performance and examines
whether the leadership behavior is consistent around the world
or are there differences between countries or corporate cultures.
©
IMD, September, 2000. Reprinted with permission. This "Perspectives
for Managers" is based on the results of a study published
in the Business Quarterly, Summer, 1997. IMD and Professor
DiStefano gratefully acknowledge the Ivey Business School's
permission to publish these findings.
Globalization
Telco's
global game plan -- T
Surendar
It
is not just another turnaround story. It goes well beyond
that. In two years, the Pune-based automobile giant, Telco,
has not only shrugged off a huge Rs. 500 cr loss, but has
also spurred its heavier division, the Rs. 7,000 cr commercial
vehicles business. Telco is poised to launch a new range of
international trucks across a set of emerging markets by 2006.
Telco can leverage its advantage of being the lowest cost
manufacturer of trucks and buses in the world. But it wants
to do more. It plans to build its own marketing network in
these countries and take on Daimler-Chrysler, Volvo and Scania.
Can Telco pull it off?
©
Businessworld, July 7, 2003. Reprinted with permission.
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