JULY 20, 2003
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Q&A: Jan P. Oosterveld
Meet a Dutch engineer who describes his company as "too old, too male and too Dutch". This is Jan P. Oosterveld, 59, Member, Group Management Committee & CEO (Asia Pacific), Royal Philips Electronics, a $31.8-billion company going through tough times. His mission is to turn Philips market agile and global in outlook.


Bio-dynamic Tea Estate
Is there a way to rejuvenate tea consumption? Rajah Banerjee, the idiosyncratic owner of the 1,500-acre Makai Bari tea estate, among India's largest, thinks he has the answer to the industry's woes: value-added tea. 'Bio-dynamic' tea, to use his phrase. Here's a look at some of his organic and flavoured tea experiments.

More Net Specials
Business Today,  July 6, 2003
 
 
Clouds In The Coffee

Tomes on Carly Fiorina's victory at HP, shareholder value, common sense advertising and covert communication.

HP's Carly Fiorina: Still ain't over till it's over

BACK OF THE BOOK

Simon says about-turn; silicon Valley says ''Oh yeah?'' If this sounds like business as usual in the 'land of the free', or in the land of the e-revolution, stop right there. George Anders, an editor at Fast Company, could change your mind about the Valley's famed chutzpah with this engaging but erratically-worded account of the 2001 struggle (not ''crusade'') that Carly Fiorina, chief of Hewlett-Packard (hp), ''the outsider'', found herself leading against the claimants of Bill Hewlett and Dave Packard's legacy.

Anders does a vivid job of character build-up. That too, without getting over-awed by the garage startup tale of hp, a 1937 creation of 'tough love' Dave, who bent oscillators out of shape in fury and served people steak on picnics, and 'passionate' Bill, who used post-war idealism to foster a 'contribution' culture of hierarchy-free informality. This was 'The hp Way', defiantly oblivious to Wall Street. Profit? Merely a means to an end. ''The objective that makes all other objectives possible,'' in Dave's words.

Perfect Enough
By George Anders
Portfolio
PP: 248
Price: Rs 1,240.02

Yet, by the time Carly was brought in (mid-1999), hp had turned into a boring professionally-run manufacturer of grey boxes (PCs and printers mainly), internet-lost and bumbling. Hints of maverick hp-man Dick Hackborn's mentorship save Carly an embarrassingly hagiographic portrayal. But she still gets catapulted into reader mindspace as a heroic figure-by her Antigone-like passion, medieval history degree, birdfeeding home-life, love of jazz and zest for high drama. ''Our balls are as big as anyone's,'' she once told an audience, flinging off her suit jacket to reveal a socks-stuffed bulge. This is the lady from AT&T who foresaw PCs as tools for a communication revolution. Just the person, you'd imagine, to revive hp's spirit of innovation. ''This is the workshop of radicals,'' she said in her first corporate ad, featuring the old garage, ''The original startup will act like one again. Watch!''

Some cheered. Others cringed. Carly first ran into resistance while trying to restructure the multi-division hp to reflect market realities (front end to engage customers and back end to invent stuff). But for all her garage-cosiness, this was still ''Bill and Dave's company''-transfixed by The hp Way and suspicious of intrusion. Rather than get squashed by the irony, on Tuesday the 4th of September 2001, the 'usurper' took the biggest shot of her life-proposing a merger with Compaq. The hp stock crashed. Once Walter Hewlett, Bill's son, staged a revolt, the deal and she looked done for. Give up? No way! The campaign-nay, the agony and ecstacy-to win the shareholder vote for the deal forms the book's adrenalin-pumped climax. Carly managed to cast it broadly as a nostalgia-versus-vision battle, and swiped victory. But she still had to appeal-emotionally-to the original iconoclasm that made Bill and Dave the legends they were.


The (un)Common Sense Of Advertising
By Sanjay Tiwari
Response Books
PP: 322
Price: Rs 380

Proof that ex-admen are not all spoof-masters. The uncola-like title sure isn't spoofy. This is a starter's guide for the ''uninitiated'', written by an ex-suit who worked on Santro's launch at Saatchi and now runs Pegs & Holes as an ad recruiter. The book's Darwinian justification of the natural role of advertising is nice, and the mate-seeking analogy is used extendedly-for ads that are ''noticeable, relevant, distinctive, identifiable, persuasive, memorable and believable''. This information will be selectively processed... so let's go by the first two criteria. The step-ladder charts for 'higher benefit' insights (ask 'so what?' at each step) do stand out. Coffee stimulates--so what? Liril refreshes--so what? But the charts go no further. Also, the suit in Tiwari overplays the 'self-image' role of advertising, ceding emotional needs to product attributes.

 


Hiding In Plain Sight
By Eric Cole
Wiley & Sons
PP: 334
Price: Rs 1,739.50

Given the growing hacker menace, this covert communication manual ought to find takers in India. It deals with both cryptography, which is about scrambling messages, and steganography, which is about concealing them (the Greeks started it off by tattooing shaven heads). Hi-tech forms of both are rampant on the internet. Of the 500 images that Cole randomly downloaded from eBay, over 150 had data hidden in them. So too on chat-boards; people don't always say what they mean, nor mean what they say.

The bad guys are at it, and Cole wants the good guys to wisen up. ''I do not know of any companies that are using stego as part of their corporate communication scheme,'' he writes, ''But I do know of several organisations that are using stego against those corporations.'' The rest of the book is for code junkies..


Face Value
By Debashis Basu
KenSource
PP: 366
Price: Rs 595

Shareholder value in india, groans former business journalist Debashis Basu, has suffered ''sporadic and confused'' discussion, at best. This 366-pager attempts to set the record straight. First, by calling shareholder value the only legitimate purpose for a company's existence, and then by looking at its destruction and creation from a stockmarket perspective.

Family-run firms, PSUs, mutual funds and other market cap-destroyers are slammed hard, while HLL is held up as a paragon of shareholder sensitivity (faster capital rotation, higher OPM, pat, EPS, roe). The AV Birla group's acquisition of apparel brands is scoffed at, and Tata's 'corporate brand' talk is dismissed as self-deluding ''drivel''. But before going back to those beans... is number-chasing the big determinant of success-or market leadership? Investor-orientation-or customer-orientation? Ask HLL.

 

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