American companies more and more the definition is for himself to play a more active role in shaping public policy, particularly in regard to policies which have a direct impact on U.S. companies. Kotler [12] is itself the mandate includes the strategic management of environmental management, and management of these controllable factors such as marketing mix, to this end, it occurs to implement the policy power and the formation of public opinion as extensions of the logic of modern marketing.

The development of the ability to influence public policy begins with a sensitivity to the emergence and dissemination of strategic issues. These issues are strategic, they are relevant to the objectives of the company or the company’s ability to give them [1], their sources and processes outside the organization, and its effects can be imposed by laws or regulations. As a proactive and influence public policy in a dynamic environment are likely to increase the chances for the design of a developing country public issue. But today, the complex and dynamic environment, proposes that the need for a systematic procedure that strategic problems can be identified earlier in their development and rapid responses that can be made [1]. In this paper, we motivations and the framework for society’s reaction, so that effective programs can be developed to influence the social environment.

Unless, an effort to intervene, he agrees that the level of development [2], a strategic problem can be codified in law or an impact on government vis-à-vis a company. An example of an intervention is that the operator of Indianapolis mine, has opted to work with national legislators when drafting the bands mining legislation, the result was the creation of a better informed and fair the resolution of conflicts inevitable environmental regulatory efforts of groups [19]. Another example is that of the tobacco industry, whose reaction and response when confronted with tobacco smoke and health of the controversy, including defensive maneuvers [15].

The relative efficacy of a global marketing strategy vis-à-vis a tailored marketing strategy remains one of the hotly debated issues of international marketing. As is the case in any debate, polarizing arguments for (or against) each abound. Proponents of a global strategy point to the increasing homogenization of customer tastes and preferences and suggest that significant economies of scale can be attained by standardized products marketing world wide (Levitt 1983). Critics, on the other hand, dismiss the potential of a global strategy and underscore economic, environmental and other cultural differences among nations as impediments to its implementation. They argue that reflect adaptation strategy to market-country differences will generate improved response (Kotler 1986).

Often overlooked in this fierce debate is a middle ground approach that takes into account not only differences or similarities among both markets but. As Quelch and Hoff (1986) point out, the real issue is not whether to standardize but rather how to tailor the global marketing strategy. Indeed, reliance on a global strategy can result in missing out on important target markets and positioning inappropriate. Likewise customizing marketing strategy to individual countries implies loss of potential economies of scale as well as exploitation opportunities for product ideas on a scale against (White Lock and Chung 1989).

The writings of recent genre suggest that comprehensive and tailored strategies are not necessarily mutually exclusive and that they can be used in tandem to reap the maximum benefits. In this vein, Jain (1989) and Kale and Sudharshan (1987) offers interactivity Market segmentation approach to world markets and point to the feasibility of identifying homogeneous segments which transcend national boundaries. Once identified these so-called strategic segments equivalent (Kale and Sudharshan 1987) can be reached via global marketing strategies aimed at different cross-national segments (Verhagen, Dahringer and Cundiff 1989). The idea of reconciling the different viewpoints of global marketing strategies and tailored intuitively appealing and is certainly represents a significant forward link in the design of multinational marketing strategies. However, the empirical support to middle ground viability of this approach is evidence to scanty and its Effect comes mainly in the form of anecdotes (Ohmae 1985, White Lock, 1987).

The study reported here is intended to partially fill in this void. Specifically, consumers in six countries including the United States, Mexico, The Netherlands, Turkey, Thai and Saudi Arabia were studied for InterBase Market segmentation on the basis of two criteria, perceived risk and brand loyalty (Kreutzer 1988). Consumers were questioned about their degree of perceived risk and loyalty for two brand products, bath soap and toothpaste. These products were chosen since they are widely available in different brands and are purchased on a frequent basis by the consumers in these countries. It was maintained that the consumers in these countries are not sufficiently similar regarding the effects of risk perception on brand loyalty, the underlying rationale for a single global marketing strategy at least within the context of products here would disappear under consideration. On the contrary, such a circumstance would render the middle ground approach feasible.

Kolkata, April 8. Faculty members of the Indian Institute of Management, Calcutta (IIM-C) are companies in their opposition to the Union Human Resource Development Ministry’s move to reduce taxes.

Prof. Asish K. Bhattacharyya, Dean (planning and management) of IIM-C and spokesperson of the Faculty, told Business Line, the Faculty of the opinion that the tax was cut under the autonomy of the Institute, which is registered by the association as a body independent, and not a hotel.

Professor Bhattacharyya said that there is an option of the Faculty, have resorted to legal measures. “We are considering all options. The judicial process is not a privileged, but we are obliged for such a measure as a major group of IIM-C,” he says. ”

“We also ask, Mr YC Deveshwar, president of the Governing Council on its draft resolution on reducing fees. IIM-C Faculty strongly believes that the Department of command on the subject was not a” mandatory “At the Institute. Approval for the new session at the IIM-C would begin in late May or early April.

Mr. Deveshwar, it is scheduled for April 16 Faculty.

In addition, the Supreme Court today directed all six IIMS to submit their comments on the issue of reducing costs by 16 April. The summit also court fixed the hearing of the public interest litigation on the subject, the same day. IIM-C response to the Supreme Court directive on the fee reduction would be completed early next week, according to the Institute of sources.

Prof. Bhattacharyya said: “We are discovering, through legal formalities, if we ever move the court”.

Regarding the issue of autonomy of the Faculty representatives pointed out that the memorandum of freedom of association and rules of IIM-C had clearly stated that “the general superintendence, direction and control over business of society (IIM-C-Gesellschaft) their income and property is vested benefits to the board of directors of the company, which bears the name “Board of Governors.”

The Faculty Council has estimated that the chairman of the Board of Governors, has been specially assigned by which they make, the resolution, Mr. Deveshwar could not as a “compromise” the autonomy of the committee. “The Institute of revenue, academic freedom, decisions concerning the students’ teacher-report and the curricula could not part of the area of the state,” he observed.

Prof. Bhattacharyya also pointed out that the IIM-C Faculty had a position paper of the Government in question to move in a reduction of taxes and the question of autonomy over a month ago, was the distribution to the officers.

The Indian Institute of Management-Ahmedabad (IIM-A), in an affidavit filed before the Supreme Court on Tuesday, has said that the unilateral decision of the Union ministry of human resources development regarding fees to be charged by IIMs does not seem to be a step in the right direction.

The affidavit, filed after the apex court served notices to the six IIMs on April 8, asking them to clarify their stand on the fee-cut issue, puts on record the IIM-A’s willingness to sort out the issue through a process of dialogue.

“We have not gone to the court proactively. The affidavit places our views on record in answer to the notice and not filing it would have limited our options. We are, however, not a party to the PIL,” said a source in the IIM-A.

The affidavit has three components - the Position Paper prepared by the faculty, the resolutions passed by the IIM-A Society and the Board of Governors recently, and the fact that the institute is in a process of dialogue with the ministry.

Dons feel that the affidavit clarifying the institute’s willingness for a dialogue will create an atmosphere that will help the process initiated by chairman NR Narayanamurthy during the board meeting here on April 3.

The affidavit said the fee-reduction order has to be seen not in isolation, but in the larger context of many other decisions by the ministry that threatened the autonomy of the institute.

It has also said that the notification on fee reduction “violates the time-honoured process of the fee being decided by the Board of Governors and that it is not necessary to reduce fees to make management education more affordable to the less well-to-do sections of the society.”

Meanwhile, the Indian Institute of Management-Calcutta faculty council filed an application before the Supreme Court, praying for an order impleading it as a respondent in the fee-cut case already pending before the apex court.

Faculty members of the Indian Institute of Management, Calcutta, have decided to wait until the Supreme Court order, it is accessible from Monday, before a decision on their future.

Given that the next consultation, if ever, in July-end, many faculty members are of the opinion that the situation could change in their favour as Murli Manohar Joshi can no longer, as before the MHRD minister after the elections.

The SC has governed IIMS MHRD and the opening of a dialogue on the issue of fees helm. If it is not sorted it, the SC to hear the case again in mid-July.

“We commend the Tribunal. We hope that reason MHRD’ll see what we tried to explain our position and application, we in the head of jurisdiction, “said Ashish Bhattacharya, IIM-C Dean of the planning and management.

The Faculty will be held on April 22 to discuss as much tax should be charged from new students, letters of admission until May the second week.

THE faculty council of the Indian Institute of Management, Calcutta (IIM-C) on Monday decided to move the Calcutta High Court challenging the validity of the 164th meeting of the board of governors, which took place on March 26, 2004.

Prof Asish Bhattacharyya, Dean (Planning & Administration) and spokesperson of the faculty council, told newspersons that the validity of the said meeting was being called into question since four members had been replaced or substituted just before the crucial meeting to decide on the fee cut issue.

The council has also recommended that the Director of the institute provisionally maintain the fee structure for the forthcoming session, which begins in May.

Prof Bhattacharyya said that the council has suggested that since the board of governors has not been able to take a decision on fee reduction as directed by the Union HRD Ministry, the continuation of the same fee structure was advisable in view of smooth functioning of the institute as per the curriculum.

In the just concluded two-year session, IIM-C had charged a total of around Rs 2.5 lakh. The payments were obtained in various stages. The initial payment was around Rs 48,000.

“We have also suggested to the Director, who was present at the council meeting today, that fee received in excess of what might be finally decided by the board of governors or the Supreme Court be refunded with interest to the students.”

Prof Bhattacharyya also said that it has been the practice at IIM-C that before every session the faculty would recommend the fee structure and the board would take it up for approval. The council has also suggested that the Director, in the absence of clarity, might keep aside the Central Government’s proposed grant of Rs 4 crore for 2003-04 on account of non-Plan expenditure.

“The fund has not come in yet. But if it comes, the council advises that it should not be used until the matter is resolved by the Supreme Court or through a process of dialogue.” Meanwhile, the IIM-C faculty council has requested the Ministry that it be included in the process of dialogue on the fee revision issue.

The council has decided to form a three-member committee consisting of two faculty members and one alumnus for the proposed dialogue.

Calcutta, April 28. The Faculty Council of Indian Institute of Management, Calcutta Wednesday a petition filed petition before the Calcutta High Court against the validity of the Board of Governors meeting on March 26 had allegedly authorized the Board Chair to take a decision in the issue of fee cut. The tax was revising down by the Union Ministry of Human Resource Development in the six IIMS.

The petition is limited to the validity of the meeting and not the accuracy and validity of fresh cut mandate of the ministry, such as the case is pending before the Supreme Court.

The Faculty written petition took note of the situation, data showed on Thursday that, when appointing members on board and the appointment instead of the representative of European Union members absent government allegedly acted in violation of the rules of the IIM-C.

State governments still harbouring a legacy of the control and licence raj will have some tough questions to answer now.

The Competition Commission of India (CCI) is set to scrutinise the liquor and passenger transport polices of state governments to see if there are any practices that blunt free market competition.

Sources told ET, the commission is also looking at sectors such as pharmaceuticals, telecom, transport in western India, retail food and food grains for anti-competition practices.

Vijay Kelkar, advisor to former FM Jaswant Singh, has been appointed to oversee this analyses outsourced to professional institutes like the Delhi School of Economics and the Indian Institute of Management, Bangalore.

The commission, empowered to penalise a corporate or government body for anti-competition practices, will, however, restrict its action to ‘competition advocacy’ till it gets fully operational. At present, the commission is not adjudicating any matter as the issue of appointing a chairman is entangled in litigation at the Supreme Court.

“Many state governments exercise strict controls on liquor and passenger transport business through permits, while controls remain minimum for setting up bigger industries. We are going to look into such practices adversely impacting competition,” said sources.

The challenge now facing the commission is to get fully operational. The appointment of a chairman has been embroiled in a tussle between the executive and the judiciary.

While the government believes adjudication in cases involving complex economic analyses requires an economics expert, the judiciary feels arbitration in such matters is its domain.

The commission in the meanwhile is doing preparatory work. Sources said CCI is also contemplating to establish a ‘Centre for Competition Law and Policy’.

It has set up taskforces in areas like competition advocacy, predatory pricing and determination of costs and research projects.

Developing countries can jubelnd, impedes investment and competition from registration issues on the agenda of the WTO in Cancun. But it is perhaps too early to celebrate.

In an article in schools, the former Secretary General of Finance of India and WTO negotiators in the Uruguay Round, Mr. SP Shukla, reminds us, as in December 1988, at ministerial level in Montreal had the same divided on the issue of patents.

But, he said, in Montreal, “the Government of India has failed bilateral pressures, particularly from the USA, withdrew its opposition and agreed in April 1989 on the material aspects of property rights intellectual in the negotiations … The seeds of the WTO system, coercive measures, which in 1995 were sown in April 1989, ironically, soon after, and despite the success of manoeuvre at the Montreal meeting. “Mr. Shukla warns that the USA are enormous bilateral pressures on Brazil, China, India and South Africa to cancel its victory of Cancun.

Furthermore, continue to invest part of the WTO system. The study groups formed on these issues during the year in Singapore in 1997. It is only that the study groups are not yet in “negotiations”. This situation will prevail until an explicit resolution of deposit investments of the WTO is adopted.

Developing countries have been able to maintain investments of the WTO in Cancun, only because of the intransigence of developed countries on the issue of agricultural subsidies. They asked for concessions in agriculture in exchange for the inclusion of one or more of the Singapore issues at the WTO. Rich countries, particularly the USA, could not, because this compromise on the presidential elections in the USA in 2004. But it can accept this compromise in the future. This is not an advantage for poorer nations, such as the role of agriculture in the global economy has dropped dramatically. According to the World Development Report, the share of agriculture in the GDP of rich countries is 6 per cent in 1960 to less than 1 per cent in 2001. And for developing countries, it has fallen by 48 per cent to 23 per cent.

Thus, the reluctance of rich countries for agriculture is really with emotion. Economically, they have little to lose and much to gain in agriculture, in exchange for investments. Indeed, the collapse of Cancun, it is easier for the rich an internal consensus to “try” Agriculture in such an exchange.

It is necessary to change our strategy proactively so that we can end the small gains in agriculture and large losses on the Singapore issues. We must ask for cross-border trafficking of individuals instead of seeking concessions in agriculture.

In both rich and poor nations are poor towards poverty reduction. The rich say that the welcome is investment, transfer of capital in poor countries in order to facilitate and increase their wealth and reduce poverty. That can not happen because:

– World capital can no longer travel to poor countries;

– The long-term exposure to repatriate profits May débilitent economies and

– The predatory nature of multinational kill national entrepreneurship and an economy dependent. On the other hand, poor countries feel that agriculture, the opening of their open new markets, leading to higher prices for their agricultural products and improving their conditions of farmers. This should not happen again, because:

– Prices for agricultural products would decline as the growing competition between poor countries;

– There are limited opportunities for investment in agriculture, and therefore low potential to generate high incomes.

– The share of agriculture in the economy is declining.

These links doubtful on improving the prosperity must be abandoned. Eminent economist Mancur Olson showed that the increase in world income would be equally, if not more, by the free movement of natural persons as the free movement of capital. Some difficulties are noteworthy in this regard.

First, it is said that a multilateral agreement on free movement of labour allows free access to undesirable elements as terrorists. This can be processed into a right to deny access to certain people or groups. The USA, for example, can say it does not give free movement of certain groups.

Oil and Gas Corporation (ONGC) has submitted a government proposal to increase paid up capital by ONGC Videsh of Rs 300 crore according to RS 500 crore.

ONGC Videsh is a subsidiary of ONGC, is investing in oil ventures abroad.

“The registered capital of ONGC Videsh is relatively low compared to debt on its balance sheet. The issue of debt-equity compared sometimes the way of smooth running of our business abroad. We also proposed that the authorized capital of ONGC Videsh, up to Rs 5000 crore, “Mr. Subir Raha, Chairman and Managing Director, ONGC, said the edge of the newspersons launch of the “super-Unnati Prayas programme for ONGC employees.

Under this programme, ONGC sends his career in the mid-leaders of the Indian Institute of Foreign Trade (IIFT) for an MBA 18-month residential program.

The program, under the direction of IIFT for ONGC workers should pay special attention on trade and international affairs.

For the first part, twenty leaders were selected from about 340 nominations received from ONGC employees.

Mr. Raha said ONGC and spend over Rs 25 crore per annum for the training of its leaders in management and engineering programs.

The company will also soon in a tie-up Management Development Institute to offer a general programme management of his career in the mid-leaders.