Porsche in a defensive mode

MANAGEMENT GURU

In order to prevent hostile takeover by any foreign firm, German sports car-maker Porsche AG has decided to increase its stake in Volkswagen causing discontent among EU. Porsche, which currently holds 27.3% stake, will be increasing it to 31% (up 3.7% valued at $1.34 billion), thus enabling Porsche (if it wishes) to make a full takeover bid under current German laws. It should not be forgotten that Volkswagen owns arch rival Lamborghini and Audi. Along with the S and RS range, the introduction of the A5 and S5 models by Audi have caused severe palpitations in the Porsche camp, as the cars compete with products like the Boxter. Analysts believe that the sports-car major wants a controlling stake in Volkswagen in order to deter hostile competition from the fellow German. This move can be interpreted in two ways first; either Porsche is laying foundation to make a full takeover bid to retain its long time ally or it is just xenophobic. Porsche denies this for now.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Fashionable Endowments

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However, FDI is quite slow in the coming for now. A recent study conducted by CITI echoes the need of at least 35% investment from FDI out of the total investment in the textile sector. “In China, out of the total FDI, 15% FDI is for textile industry alone, while in India, textile industry’s share of total FDI is a mere 1.3% FDI is required for value addition in export and also JVs with foreign companies’ help to have an edge in the home market,” reasons, Shisir Jaypuria, President, Northern India Textile Mills Association. But with Textile Ministry allowing 100% FDI in 2006, things should change. Assures, Sumeet Yadav, VP, Arvind Brands, “More and more foreign brands are going to come in and textile industry is going to witness more JVs this year.”

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Seagate’s DAVE already has a companion in the market. Agere Systems has come out with a similar device, christened BlueOnyx, which can deliver content to handsets via Bluetooth or Wi-Fi and can store up to 40 GB data. But the question is will Seagate dent the high-end market of mobile phones? Consumers opting for high-range models just for storage will now have the option of DAVE instead of a lower price band mobile phone. This might affect the high-end mobile phone market, as this happens to be more value for money.

Expected to hit the markets this summer, DAVE is expected to list for approximately $150 to $170. With DAVE, the consumer’s mobile multimedia experience is bound to reach new heights. And it would be interesting to see how Nokia, Samsung, LG, Sony, et al plan their next move...

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Sick industries?? Who cares!
Is war the mean way to end war?
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Of Chocolates and Teddy Bears
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Dry floods

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The enigma for future...
Maybe Malthus would give a dry smile after all. More than two centuries after he made his dire prophecies that population will soon outstrip food supply, his ideas are finding application in a different way. The two dimensions that have emerged dangerously corroborating him, have been energy and water. While the spectre of petroleum reserves running out have been well documented, the looming water crisis is silently ignored. 33% of the world’s population lives in water-stressed countries now. By 2025, this is expected to rise to 66%. Scaringly, water consumption in the last century grew 6 times (from about 650 cubic km in 1900 to close to 4000 cubic km in 2000) – that is more than the rate of population growth.

The amount of water used by agriculture today will almost double by 2050 and since it uses 70 times more water than is utilised for other purposes (drinking, cooking, washing and bathing), the situation might become acute. Immediate action is then warranted by national governments to prevent aggravation of the impending crisis. Malthus doesn’t need resurrection in any form, whatsoever.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Pakistan’s rated better...

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Despite upgrading us, S&P thinks so!
It was after fifteen long years that India’s sovereignty got dusted when ratings agency Standard and Poor’s revised India’s credit ratings to ‘investment’ grade.

The lynch-pin of India’s ratings upgradation has been the robustness of the economy. According to Ping Chew, Credit Analyst, Standard and Poor’s, “India’s economic prospects remain strong and are rising gradually, with the GDP trend growth likely to average more than 7.5% in the medium term.” Definitely, this upgradation is good news for the Indian economy, as well as the Indian corporate sector, as this will not only see more capital flowing into the country from outside, but also will bring down the cost of capital for India Inc. Now, with a better sovereign rating, India Inc. can borrow at more competitive and cheaper rates than it used to do previously. But while all of India has been swept by a vehement wind of optimism, many have hardly thought beyond the benefits and realised the fact that India has still a lot to achieve.

If we take a look at India’s position as compared to its Asian counterparts, it gives us a reason to ponder. Amongst the Asian economies, the current rating upgradation still keeps India quite below. There are countries like China, Thailand, Malaysia, Hong Kong, Pakistan and Philippines, which are well ahead of India. As India’s fiscal state still continues to be one of the worst, India should consider this upgradation as a wake up call and improve its fiscal state, rather than celebrate!

Edit bureau: Bikram Keshari Jena

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

When advertising is ‘straight from the heart’!

IIPM BEST B-SCHOOL

If 2002 saw Saffola starting an interactive web site, http://www.saffolalife.com/, to guide heart-carers as well as health seekers on various aspects of dietary health; the year 2004 proved to be significant for the brand with its ‘Dial a Dietician’ service, aimed at giving free advice on the dietetic facets of health by a team of experts.

Be it the Aaj Se ad or the Abhi to mein Jawaan Hoon campaign, Saffola has audaciously advocated the quintessence of a healthy lifestyle in each of its endeavours. The Aaj Se campaign launched in 2004 touched many a hearts & encouraged health aficionados to follow a healthy lifestyle. The campaign met with a ‘heart’ warming response with the viewers, resulting in a noticeable surge in sales. It later went on to grab the Grand Effie 2005 award.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Dialling 0091!

IIPM PUBLICATION
After registering a stupendous growth in all its segments, the telecom sector seems to be back to square one. Wait, before you misunderstand the statement above, let us clear the fact that the dream-run of the telecom sector has not come to an end. In fact, the wire-line segment that had been witnessing a sluggish growth rate until now is all set to boom once again. Be it AT&T, Verizon, British Telecom, Vodafone or Telstra, all major global telecom players have lined up to get a chunk of India’s National Long Distance (NLD) & International Long Distance (ILD) sector. Already Verizon has tied up with Videocon Group to form a company called Verizon Business India, which has already applied for license to provide ILD services in India.

John Killian, President, Verizon Business, said, “We are delighted to partner with the Videocon Group and, through Verizon Business India, will be able to build on our existing presence in the country, providing high-quality service and support directly to customer operations based there.” Well, going by the proceedings, it seems that gloomy days for India’s wire-line sector are going to end soon.

However, there are some policy issues like the ‘ownership of telecommunications license’ and ‘opening up of the international bandwidth sector for the foreign players’ which still remain unsolved. The opportunity is knocking its doors, now it’s up to telecom regulators, how quickly do they want to avail it.

Edit Bureau: Devdeep Singh

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

News has moved forward from time to time

IIPM BEST B-SCHOOL
Lakshmi explains, “Zee News has moved forward from time to time. We had faced problems earlier when our viewership and market shares were down. Today, Zee News is a channel which earns good profits and faces lesser downfalls. Our viewership has grown annually at a healthy rate of 20% and advertising has increased at a super rate of 15-16%.” Under Lakshmi Goel’s erudition, with his rich and vast experience in the media and entertainment industry, Zee News registered astounding revenues of Rs.499.6 billion for the year 2006. Also, to cater to viewers across the length and breadth of India, the company has launched a number of regional channels, the latest one being a Marathi channel. In 2006, the company launched itself into print media by investing Rs.1 billion in DNA (Daily News and Analysis) a Mumbai newspaper.

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Source : IIPM Editorial, 2007

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The Constitution lists Prohibition as a directive principle of state policy

IIPM PUBLICATION
Alcohol is a psychoactive substance, meaning it makes people feel different. Raj (not his real name) began to feel great. “It made me forget where I came from. I had no issues of self-esteem while drinking. I didn’t need a job, I didn’t need a wife, and I didn’t even need friends. I was married to vodka. But the divorce was costly,” he says. Raj is a member of the self-help group Alcoholics Anonymous (AA) in Delhi. He sits every evening in AA meetings and listens and shares. Stories of devastation. Stories of grit. These are people born and raised in India, where many sections of society are taught not to drink (like Brahmins and Muslims).

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Toyota learned all the tricks in the book from GM and Ford, and is now beating them at their own game...

IIPM BEST B-SCHOOL
After 75 years, the world automobile industry is about to get a new No. 1. The Toyota Motor Company of Japan issued a 2007 forecast on December 22, 2006 that would make it first in global sales, ahead of the General Motors, which has been the world’s biggest auto company since 1931. Toyota, expects to sell 9.34 million vehicles next year which would exceed the 9.2 million vehicles that GM expects to sell worldwide this year.

GM sales are on a downward trajectory. Toyota, meanwhile, is opening factories and hiring more workers to meet growing demand for its vehicles. Toyota’s dethroning of GM has been anticipated for some time now. The first inklings came three years ago, when Toyota issued a series of goals for 2010 that would put it ahead of where GM would be then. “If Toyota overtakes GM, that is a very big deal,” said Mark Hawkins, Chairman, UAW union, GM’s Flint truck plant.

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Source : IIPM Editorial, 2007

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“...Radio City has established a unique brand in the minds of the consumer.”

IIPM PUBLICATION
Speaking on the resurgence of radio in India, Apurva reveals, that with radio getting crowded every passing day, the top honchos of Radio City seem to be unperturbed. “Radio City, along with a couple of others, has been there for about five years in the market and has established a unique brand in the minds of the consumer. We have also gone through our learning curves. We have tried and experimented, be it the process or the programming or the kind of music that we play, and today we know what works and what doesn’t!” echoes Apurva.

This learning curve, according to Apurva, seems to be a guiding factor for Radio City. She states, “When we enter a new market, clearly that learning and experience helps to get it right in the first-go itself. So, when we launch in a new city like Hyderabad or Jaipur, we exactly know what to put on-air.” However, at Radio City, Apurva admits, “We don’t believe in resting on our laurels and are constantly researching.” According to Apurva, the company has research budgets that are possibly the highest amongst the players in the industry, and keep a regular track of their brand’s health scores & consumer panels, and are constantly on the look out to enhance their product. With radio channels increasingly fighting for the ear (literally!) space, the onus lies on growing the industry. Quiz Apurva about the modus operandi to grow in the industry, she extols, “One is when the advertiser starts seeing that the radio is able to deliver what he wants and where there are a lot of implications, as the research has to be adequate, the selling of radio needs to be taken by the established players like Radio City, and we have already taken on.” Enlightening further, she adds, “We believe we are here not to sell Radio City that is getting sold automatically; we are here to sell radio. The way to expand is to expand the listenership base when the new players come up with new genres.”

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Source : IIPM Editorial, 2007

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Should clients pay for ad-pitches?

IIPM BEST B-SCHOOL
Viren Popli, Senior VP, Star TV is of the opinion that “It all really depends on the plot. When you sample a product, do you ever pay for it? At the end of the day, it’s about commissioning versus free-will... about how ‘keen’ clients are and how ‘desperate’ agencies are! There is no fixed rule.”

Prahlad Kakkar, however, believes that a sexy pay check may really make all the difference. “At the end of the day the asset base of the agency is people, who produce ideas that make a difference. This should be respected... and what better way than a sexy cheque (that won’t bounce!) to all contenders invited for the pitch.” Similarly, ad guru Alyque Padamse also feels that the client must pay! “When I was the captain of the Lintas ship, I had no problems making ‘credential’ presentations to prospective clients ‘gratis’, but if and when a creative ‘pitch’ was called for or a ‘strategy’ blueprint, then by God, I’d charge!. There are no free lunches baby, everything costs money.” Padamsee is also convinced that when an agency insists on payments for pitches, it reflects their strong beliefs and faith in their work and somewhere they earn clients’ respect for it.

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Source : IIPM Editorial, 2006

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Okay, here’s a quiz...

IIPM PUBLICATION

Q. What is Orissa’s capital?
A. (Oh! What an easy one), Bhubaneshwar. Next?

Q. What’s its catch-line?
A. Umm... Forget recalling, most people are not even aware that almost all Indian states have a positioning statement to flaunt. Looking at the present scheme of things, it seems that a few months down the line, people will recite the taglines in the same breath as the capitals of the states.

If destinations (already quite high on the tourist’s lists) like ‘God’s Own Country’ – Kerala and ‘A perfect Holiday destination’ – Goa are advertising themselves like there is no tomorrow, then less popular ones like “Peaceful Pondicherry” are the latest to jump onto the bandwagon. A bunch of 575 islands on the tip of India, Andaman & Nicobar Islands, has roped in five advertising agencies (yes five!) of late, and the marketing budget is reportedly between Rs.6-7 crore for 2007-08. Promotions at International fairs, roadshows, tie up with tour operators, holiday packages, tours for travels writers et al, have almost become a norm.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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