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MHINDRA & MAHINDRA

19:59:00 / Posted by Professionalz / comments (0)



Case Details:

Price:

Case Code:OPER008For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

Operational Restructuring
Case Length:12 Pages
Period:1990 - 2001
Organization:Mahindra & Mahindra
Pub Date:2005
Teaching Note:Available
Countries:Japan
Industry:Automobile



Abstract:

The case examines the reasons behind automobile major Mahindra & Mahindra's decision to implement a Business Process Reengineering (BPR) program.

The case explores in detail the implementation procedure at the company and the benefits that accrued from the BPR program. In addition, the case discusses the concept of BPR, its benefits, and the steps that need to be taken to ensure the success of such initiatives


M&M's Problem Plants

In the mid-1990s, India's largest multi utility vehicle (MUV) and tractor manufacturer M&M was facing serious problems at its Igatpuri and Kandivili plants in Maharashtra. The plants were suffering from manufacturing inefficiencies, poor productivity, long production cycle, and sub-optimal output.

The reason: highly under-productive, militantly unionized, and bloated workforces. The company had over the years been rather lenient towards running the plants and had frequently crumbled under the pressure of union demands. The work culture was also reportedly very unhealthy and corruption was widespread in various departments.

Alarmed at the plant's dismal condition, Chairman Keshub Mahindra tried to address the problem by sacking people who allegedly indulged in corrupt practices. M&M also tried to implement various voluntary retirement schemes (VRS), but the unions refused to cooperate and the company was unable to reduce the labor force.



During this period, M&M was in the process of considering the implementation of a Business Process Reengineering (BPR) program throughout the organization including the manufacturing units. Because of the problems at the Igatpuri and Kandivili plants, M&M decided to implement the program speedily at its manufacturing units.

The program, developed with the help of the UK-based Lucas Engineering Systems, was first implemented on an experimental basis at the engine plant in Igatpuri. Simultaneously, an exercise was initiated to assess the potential benefits of implementing BPR and its effect on the unions.

M&M's management was not surprised to learn that the unions expressed extreme displeasure at the decision to implement BPR and soon went on a strike. However, this time around, the management made it clear that it would not succumb to union demands. Soon, the workers were surprised to see the company's senior staff come down to the plant and work in their place. With both the parties refusing to work out an agreement, observers began casting doubts on the future of the company's grand plans of reaping the benefits of BPR.



M&M's Experience with BPR

By the mid 1990s, BPR had become a popular tool globally, with many leading organizations implementing it. However, when M&M undertook the exercise, it was still a new concept in India.

M&M's workforce, as mentioned earlier, resisted this attempt to reengineer the organization. Soon after the senior staff began working on the shopfloors, the first signs of the benefits of BPR became evident. Around a 100 officers produced 35 engines a day as compared to the 1200 employees producing 70 engines in the pre-BPR days.

After five months, the workers ended the strike and began work in exchange for a 30% wage hike. As the situation returned to normalcy, BPR implementation gained momentum. M&M realized that it would have to focus on two issues when implementing the BPR program: reengineering the layout and method of working, and productivity...

The Future

Summing up the company's BPR experience, Anand Mahindra said, "Let me put it in a simple way. If we have facilities in Kandivili today, which are not just surviving but thriving, it is all due to BPR...

Exhibits

Exhibit I: M&M - Milestones
Exhibits II: M&M - Summary Of Operations

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IDEA

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Idea delivers innovative services that help organizations get more performance and productivity. Through a deep expertise in IT consulting and a continued focus on our customer needs, Idea assists customers worldwide in meeting higher expectations.

Miami Cuts Costs by More Than 50 Percent, Maintains Performance, with Move to Windows

The mainframe-based emergency fire and medical dispatch system in Miami was increasingly difficult and costly to maintain, and to expand with new capabilities. So the city migrated its existing software to Windows Server® and the Microsoft® .NET Framework. Now, the city dispatches emergency services without loss of speed or performance, while it saves U.S. $350,000 a year—more than 50 percent of previous costs—on maintenance.

Technology Platform Solutions for Back Office Operations

The client provided various back office operations services to small banks through its Business Services model. Bank market outsourcing clients demanded that these services truly provide value in terms of service quality, managing costs and enhanced end customer offerings. The client also wanted to comply with banking regulatory guidance, which recommended that all outsourcing contracts should include performance benchmarks that define minimum service-level requirements. A program was created that provided meaningful performance benchmarks, minimum service requirements and the appropriate tools and information to monitor and manage business results.

Developing a Sales and Marketing System for a Global Investment Banking Services Provider

Our client's private banking division only worked with what they deemed "major customers." Thus, there was a need to generate a prospect base of such individuals and business houses. The division also felt a need to manage the relationships between customers and their contacts in a tree format. Other important needs involved managing marketing events, analyzing customers and providing security to the complete system. We developed various modules to serve up the requirements of the sales and marketing departments. The system had a prospect database maintenance module, event management module and information on balance of accounts.

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Sterlite Industries (India)

19:37:00 / Posted by Professionalz / comments (0)


  Sterlite Industries (India) Ltd (SIIL) is a leading producer of copper in India. SIIL pioneered the
    manufacturing of Continuous Cast Copper Rods in India, and established India’s largest Copper Smelting
    and Refining Plant for production of world class refined copper. Sterlite, a part of Vedanta Resources,
    a London listed metals and mining major with Aluminum, Copper and Zinc operations in UK, India and
    Australia.
    Sterlite —  Tuticorin has a major task in handling logistics for inbound and outbound material
    transportation. On an average in a day there  are approximately 800 to 1000 trucks, tankers entering and
    exiting the gates of Sterlite which itself estimates the size of fleet that needs to be handled.
    There are 2 departments who are directly responsible for making this happen. The logistics
    department and the Security department.
    Currently the weighbridge application is in place developed on VB6 and  Oracle but the process at
    logistics and security is done using excel spreadsheets and some process are handled manually.
    Hence the immediate requirement is to automate the logistics the security processes and integrate
    the same with the weighbridge system.

  The challenge  
     To control entire logistics of vehicles movement within the factory premises.
     To ensure movement of vehicles as per planned route depending on products to carry. 
     To ensure parking space availability at various point of halt in the workflow.
     To ensure the right material is loaded on to the right vehicle

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State Bank of India (SBI)

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The customer

The State Bank of India (SBI) is the largest bank in India. The State Bank Group (SBG) is owned by the State and comprises of SBI and 6 Associate Banks.
Together, these institutions have more than 17,000 branches and offices across the country and have more than 136 overseas offices/branches. The group has a human resource strength of over 3,00,000 employees.

The need

State Bank of India sought to impart knowledge, improve skills and reorient attitudes of its large workforce. For their individual growth and organizational effectiveness through the continuous training process.
State Bank of India adopted the e-Learning mode. SBI’s training methodology and delivered a mix of classroom training involving lectures, group discussions, case studies, structured exercises, audio-visuals, project work, lab training including computer based training etc.
The job of developing the e-learning modules has been outsourced to various approved agencies. Of late, the bank noticed that there were disagreements on how (at what Bloom level) should the content be developed in a course.

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WIPRO

19:04:00 / Posted by Professionalz / comments (0)


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STATE BANK OF INDIA

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SWOT Analysis (SBI
Bank)
Strengths
Weaknesses
Opportunities
Threats

IDEA

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13:10:00 / Posted by Professionalz / comments (0)


FACTORS

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Porter five factors:
Threat of rivalry:
Today there is lots of competition between telecom companies to be ahead of each other. There are government companies like BSNL and MTNL. Some private Indian companies like Tata, Reliance and some are foreign companies like Vodafone, spice.
Threat to new entrants:
Indian telecom companies facilitates opportunities to foreign companies in different
fields like; VPN, satellite phone calls, 3G, international calls and value added services.
Market for idea Growth Avenue:
Rural telephony.
Enterprise telecom service.
VAS (value added services)



3G


WiMAX

Infrastructure sharing

Virtual private network.


Managed services
In India big amount of players up-and-coming in the market national level from its state
level existence like;
Aircel
Virgin
Spice
Idea

Vodafone
Threatof substitute product and service:
The services like; GSM, internet, VOIP, CDMA mobile, Wire line, broadband, carriers,
ISP














MARKET SHARE (%)
1. BSNL = 45.2
 2. MTNL =    19
 3. SIFY    =     8.9
4. BHARTI AIRTEL = 6.8
5. RELIANCE =  6.1
6. TATA PHOTON = 4

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ATTENTIONS

12:50:00 / Posted by Professionalz / comments (0)


Social Attention
The telecom industry has brought revolution in the societies of India in the field of communication. It is decreasing the cost and the time-period for the transfer of messages. In 2005 there were 110 million connections which increased to 250 million in 2007 which proof people eagerness to adopt new medium of communication.
 
 
Technological Attention
Technology has its own value in telecom companies. Adopting new technology like 3G has become the mode of survival for the companies. Sooner the company adopts the technology greater opportunity it enjoys.
 
 
Legal Attention
Telecom companies in India are controlled by government there are bodies like ministry of communication and Information Technology which make rules for these companies. Indian telecom policy in 1994 encourages foreign and private investment which became more liberalize in the form of Indian Telecom Policy in 1999.
 
 
Environment Attention
Environment play important role for the existence of the company. It includes culture, behavior, demographic condition which affects the company. It is important for the company to mould itself according to the environment.

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IDEA CELLULAR

12:47:00 / Posted by Professionalz / comments (0)


Idea Cellular:
Idea Cellular is nothing but a company (wireless telephony) that operates in around twenty two telecom circles i.e. in India. In 1995 it came into existence. It began as a joint business enterprise in between Aditya Birla Group, Tatas, and AT&T by appending Wings Cellular (that operated in UP, MP), Tata Cellular and Birla AT&T communications. At the starting it had just some degree of footprint in the field of GSM. In the year of 2004 Escotel acquisition provided Idea a properly pan India presence wrapping MP, AP, Goa, Gujarat, UP, Maharashtra, Chhattisgarh, Haryana, Delhi, West Bengal, Kerala, Rajasthan. It had won award of GSM Association for best billing as well as customer care solutions for two successive years.
 
Pestle Analysis:
The growth of telecom sector is very fast in India. Indian telecom industries have third
highest position in the globe. At present there are 225 million mobile subscribers.
 
 
Political Attention
Government is giving special attention to these private sectors. TRAI is the government body for telecom industry which controls all service providers. In India out of 100 people 1.38 people have telephone, but set target is 6 people per 100. It means there is requirement of more 45 million connections which cost around 60 billion US$. In today¶s condition the there is political stability is in favor of the telecom industries.
 
 
Economical Attention
Wealth of any country depends upon its economic condition. India comes under growing economy. India was also less affected by the recession than other developed countries. So there are more chances of continuous growth for India. Telecom Industry contributes 1% to GDP. Therefore the economic condition of India is good for the telecom sector.

ROLE OF CFA IN FUTURE...

11:17:00 / Posted by Professionalz / comments (0)


Future of ICFAI and CFA

ICFAI, having been embroiled in a long legal battle with the CFA Institute,focused its energy on developing private universities, some of which have AICTE recognition along with UGC recognition. ICFAI has focussed all its energies away from developing its CFA charter like giving it statutory recognition increasing its status as a high status profession like that of CA from ICAI, which was announced by the governing member NJ Yeshasway who vowed to take up the CFA Charter a notch above the legendary CA exam considered to be the toughest in the realm of finance, but instead has opened a host of non-CFA programs like MBA, ICFAI Business Schools (IBS), PG Programs which have scaled up into national top 10 place in India. It has also opened schools for under graduate programs and offering degrees. Indian CFAs pass with a stringent eligibility to qualify as CFAs but have only a niche finance sector as the job market unlike CA which has traditional roles of Auditing and taxation along with statutory roles. CFAs work in investment related and finance fields where MBAs (some from ICFAI itself), CAs, Masters Degree holders of Statistics, Economics, Doctorates etc. hold top posts.
ICFAI though has safeguarded its CFA charter in India with valid state legislature under IUT Tripura Act, but CFA charterholders are not mandatorily employable and currently don't perform any statutory duty unlike CAs, CSs, CWAs, though CCFA tried to accomplish this in investment related areas in India by submitting a draft bill to the ministry of finance for consideration which was rejected due to various legal disputes that ICFAI faces. Also here is a fact to note that ICFAI University tripura has never been permitted to conduct any distance learning/correspondence course by UGC. CFAs are employed only because of their course contents and rigor of the CFA program, which is the only reason they have got market acceptance with very few qualifying as CFAs every year. ICFAI has very few CFA charter holders, compared to other professionals and hence they don't have a large and established presence in the Indian job market. Indian companies have tied up with other Indian bodies like AMFI or NSE in offering investment designations and courses.
Frequent changes to eligibility requirements changes in fee structure, exorbitant council membership charges etc., have caused confusion among the student community. Many founding members have left ICFAI as they were not happy with the way ICFAI treated its flagship course. The course, which was once a stepping stone for Indians into analytic finance has become just one more obscure degree due to continuous changes in the curriculum. As a result, there is negativity about this course in the Indian corporate world. Keeping in view the demands from the corporate world and impending competition, ICFAI is thinking of bringing whole sale changes in the curriculum and the training method from the current academic year. The new course can only be completed in 24 months and will include a training program for the passing students of final exam. ICFAI is also creating a window for students of CFA program to undergo 2 months internship with its in-house concerns to impart rigorous analytical skills. Exemption for MBAs will be stopped from the current academic year. Also, ICFAI is drafting a continuing professional development module which will be compulsory for all the current CFAs. This program will enable the current CFAs to enhance their knowledge in their respective areas and will include relevant statutes changes, paradigm shift in capital markets and allied subject matter. ICFAI hopes to regain the old status of its CFA program through continuously evolving methods, the most recent is focussing on the core aspects of investment management and financial analysis in its MFA degree(current CFA syllabus) and increasing CFA charter membership by giving official charters to students who have cleared the core subjects of investment management and financial analysis of the previous(CFA curriculum) MS Finance program.

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CFA CODE OF CONDUCT

11:14:00 / Posted by Professionalz / comments (0)


Indian CFA Code of Conduct

CFAC (Indian Council of Chartered Financial Analysts) is a registered society with the Indian government seeking to regulate the profession of financial analysts in India but, unlike ICAI or ICSI or ICWAI, is not a statutory body. The CFA charter is only a certification from ICFAI apprising the public at large of the CFAs competence for Financial and Investment analysis.
The Code of Conduct covers:
1. Integrity: A CFA shall conduct him/herself with integrity and dignity in his dealings with the public, clients, customers, employers, employees, professionals and fellow analysts.
2. Ethical Behavior: A CFA shall conduct himself and shall encourage others to practice the financial analysis profession in a professional and ethical manner that will reflect credit on himself and his profession and his organization/employer where or for whom he is working.
3. Professional Competence: A CFA shall act with competence and shall strive to maintain and improve his competence and that of others in the profession.
4. Objectivity: A CFA shall be fair in his dealings and must not be biased or prejudiced. He shall try to maintain objectivity and impartiality towards one and all.
5. Professional Independence: A CFA shall use proper care and exercise independent professional judgement in all his professional activities.
6. Public Trust: A CFA shall assume the basic responsibility to place the interest of clients, prospective clients and employers ahead of his own. He shall seek to enhance public confidence in his profession.
The CFA Council has put in place a suitable mechanism to enforce the Code of Ethics and Standards of Professional Conduct.


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TRADEMARK DISPUTES CFAI vs ICFAI

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HISTORY OF DISPUTE


The CFA program was first delivered through AIMR in the USA and later in India with the partnership of the then Institute of Certified Financial Analysts.
The ICFA and AIMR came together in 1990 to have a common uniform curriculum and bring all the societies under one umbrella. ICFAI had brought out its academic curriculum to suit Indian finance professionals, though it had global content. ICFAI wanted to function independently and had established working relationships with the European Federation of Financial Analysts (EFFAS) and the ASAF (Asian Securities Analysts Federation) with regard to development of the Profession of Security Analysts and its course content. ICFAI also wanted to bring its CFA as an Indian Statutory Charter. All this led to the dispute with AIMR, the parent body of CFA Institute which wanted a uniform curriculum or body of Knowledge throughout the world for CFA program whereas ICFAI wanted changes in CFA charter to suit Indian regulations as finance professional used to work in an extremely regulated capital markets. AIMR eventually broke its working relationship with ICFAI and CCFA.
1. In 1998 a United States District Court issued an injunction that prohibits ICFAI's use of all CFA Institute trademarks and confusingly similar trademarks in the United States and Canada. Although ICFAI challenged that order in late 2006, the injunction remains in place.
In August 2006, the Delhi high court issued a temporary injunction against the Indian organization from using the CFA in India. The judgments made no assessment of the quality of the Indian program and merely discussed the trademark violation.
2. On May 8, 2007, the U.S. District Court for the Eastern District of Virginia, vacated a Default Judgment issued against ICFAI that the CFA Institute (formerly AIMR) obtained in October, 1998. ICFAI recently moved to reopen the case and to vacate the Default Judgment because the Court lacked jurisdiction over ICFAI at the time the Default Judgment issued. Recognizing the merits of the ICFAI arguments, the Court vacated the October, 1998 Default Judgment.
3. With the Default Judgment vacated, ICFAI informed all its CFA charter holders that its earlier communication on not using the CFA charter in U.S. and Canada is treated as withdrawn.
4. However, on September 4, 2007, the US District Court for the Eastern District of Virginia reversed its decision to vacate the 1998 injunction against ICFAI after a motion to reconsider that decision was filed by the CFA institute.
5. The Delhi High Court rejected the CFA Institute's appeal against operating in India, the reason being CFA Institute did not have approval from AICTE. The verdict was delivered on 15 December 2007.
On 27 May 2008, The Delhi High Court allowed the CFA Institute to conduct examinations in India scheduled on 8 June. This is an interim order on a petition by the CFA Institute challenging the single bench order disallowing it from conducting examinations in India.
While making it clear that further enrollment by the Institute will be done with the approval of the court, the bench comprising Chief Justice AP Shah and Justice S Muralidhar said: "Prima facie, the All India Council for Technical Education (AICTE) Act is not applicable (to CFA Institute)."
In 2007 AICTE, India's governing body in technical education concluded that CFA Institute had not obtained its approval to conduct the CFA Program in India and must cease all operations in India.



Supreme Court allows CAs to pursue CFA from ICFAI & become CFA's

11:08:00 / Posted by Professionalz / comments (0)



There was a bar by the ICAI - the apex Indian body for Chartered Accountancy from pursuing or joining INDIAN CFA of Icfai university, After nearly two decades, the ICFAI (Institute of Chartered Financial Analysts of India) has won the 'chartered' row against the ICAI (Institute of Chartered Accountants of India). In a decision dated May 16, 2007, the court ruled in favour of ICFAI, by setting aside an earlier verdict of the Andhra Pradesh High Court, which had allowed the ICAI to prohibit its members from using the description 'Chartered Financial Analyst' or its abbreviation CFA.

CFA Curriculum

11:07:00 / Posted by Professionalz / comments (0)


Curriculum

This course is designed for the Indian financial system and is therefore offers more localised than the CFA Institute's (USA) program. ICFAI is a Private Institute and Indian CFAs need not be employed mandatorily by Indian companies.
The Indian CFA Program focuses on Financial Analysis as applicable to Investment Management. The CFA Program offered by ICFAI has been developed and is consistently reviewed in the context of the present and future needs of the corporate sector, the investment industry and the financial services sector in India.
Year 1
Group A
  • Financial Accounting - 100 marks
  • Economics - 100 marks
Group B
  • Quantitative Methods - 100 marks
  • Financial Management - 100 marks
Group C
  • Financial Markets - 100 marks
  • Financial Statement Analysis - 100 marks
Year 2
Group D
  • Equity: Analysis & Valuation - 100 marks
  • Fixed Income Securities: Analysis & Valuation - 100 marks
Group E
  • Derivatives: Analysis & Valuation - 100 marks
  • Portfolio Management - 100 marks
Group F
  • Mutual and other Funds - 100 marks
  • Professional Ethics and Case Studies - 100 marks
Total 1200 marks
The Examination for each subject is of 3 hours duration. Each group has two Papers of 3 hours each.

CFA PROGRAM DETAILS...

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Eligibility

Bachelor's Degree with 55% in aggregate (any discipline)or four year of experience in finance sector.


Flexible Learning Program

The University provides a detailed study plan and prescribed books (as per the curriculum of the University) specially designed and meant for self study.
However, students may attend contact classes on optional basis.


Program structure

The MIFA Program is divided into six groups. Each group consists of two subjects. The students are required to study and complete all the groups in a sequential manner.
Students with prior qualifications, are eligible to get waivers from certain subjects of the MIFA program.
The examinations are generally conducted on Sundays in January, April, July and October.
All the students who successfully complete all the six groups of the program will be awarded the MIFA degree by the ICFAI University, Tripura. In addition the University also confers the CFA Charter and Designation, subject to University Regulations.


MIFA Program

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MIFA Program leading to CFA Charter 
The Master in Investment and Financial Analysis (MIFA) Program offered by the Directorate of Distance Education, the ICFAI university, Tripura is a unique program covering the area of financial markets, financial analysis, valuation of assets, portfolio management, mutual and other funds and professional ethics.
The Program has been developed in the context of the present and future needs of the investment and financial analysis industry.
The Core body of knowledge of the program includes current and evolving concepts, techniques and applications, and also providing the flavor of the frontiers of knowledge.

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The Institute of Chartered Financial Analysts [CFA]

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The Institute of Chartered Financial Analysts of India was established in 1984 as a non-profit society, with the objective of providing training in finance and management. The ICFAI University refers to the Universities sponsored by the Institute of Chartered Financial Analysts of India in Uttarakhand, Tripura, Sikkim, Meghalaya, Mizoram, Nagaland, andJharkhand under respective legislations. The Governments of Rajasthan, Chhattisgarh andPunjab issued letters of intent to the Institute for the establishment of Universities. Each University is a separate and independent legal entity. Consequently, the University confers degrees at Bachelor’s, Master’s and Doctoral levels on eligible students subject to the University Regulations.
The University Grants Commission has included all the Universities mentioned above in the list of Universities maintained under Section 2(f) of the UGC Act, 1956.
However in the list of Universities/Institutions approved by Distance Education Council (As of 01/02/2010), only ICFAI University, Dehradun has been included.
ICFAI is not affiliated with the CFA Institute and both the institutes have broken their partnership and are running their courses separately.

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The CFA Program

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The CFA Program is a self-study, graduate-level program, available to investment professionals throughout the world. The program requires you to study for and pass three levels of exams and meet professional and ethical requirements. If you pass the exams and meet all the requirements, you earn a CFA charter.
CFA Program enrollment and exam registration rates go up with each deadline and the CFA Program identification policy is changing. Find out how the new ID policy could impact you, and view the current exam registration deadlines.

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THE ICFIA UNIVERSITY

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The ICFAI University (hereinafter referred to as the University) refers to the Universities sponsored by the Institute of Chartered Financial Analysts of India (hereinafter referred to as the Institute) in DehradunTripuraSikkimMeghalaya,  MizoramNagalandJharkhandRaipurJaipur and Himachal Pradesh under respective State legislations. The Government of Orissa passed The Icfai University Act and the State Governments of Assam, Gujarat, Madhya Pradesh and Punjab issued letters of intent to the Institute for the establishment of Universities. Each University is a separate and independent legal entity. 
The ICFAI Universities at Dehradun and Tripura are approved by UGC under Section 2(f) of the UGC Act 1956. The ICFAI Universities in the States of Sikkim, Meghalaya, Nagaland and Jharkhand are empowered by UGC for award of degrees under Section 22 of UGC Act, 1956.
The Universities believe in creating and disseminating knowledge and skills in core and frontier areas through innovative educational programs, research, consulting and publishing, and developing a new cadre of professionals with a high level of competence and deep sense of ethics and commitment to the code of professional conduct.
The Universities offer Bachelor, Master, and Doctoral programs in management, finance, science and technology, information technology, education, law and other areas.

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