Showing posts with label Prof. Arindam Chaudhuri. Show all posts
Showing posts with label Prof. Arindam Chaudhuri. Show all posts

Friday, April 09, 2010

What an Impact!


IIPM: An intriguing story of growth and envy

so it turns out that Walmart’s ambitious five-year long ‘Project Impact’, to redesign the overly cluttered stores and to create a shopper-friendly environment by reducing the merchandise, has resulted in declining sales of the Bentonville retail major. Reason: Less merchandise on display and losing on to millions of square feet of merchandise space has affected per square feet sales. So what should be the way forward for Walmart? Abandon the project, or continue with it? “Changes generally don’t go too well with consumers. Starbucks’ sales were impacted similarly when it underwent a transformation last year and Starbucks was forced to go back to its original positioning. Cutting down on unwanted merchandise may be impacting sales currently, but in the long run, it will help Walmart to rationalise its SKUs,” avers Beth Higgins of Euromonitor.

Savreen Gadhoke

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Thursday, March 25, 2010

AEGON RELIGARE - AGENCY: MEDIACOM


Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

CHALLENGE: Being the 18th private player to enter the overtly cluttered insurance sector (which not only had similar products & services, but also much the same communication); grabbing TG’s attention toward the brand was the challenge in front of this brand.

SOLUTION: Contrary to the predictable conventional launch, the brand engaged TG by generating curiosty around the brand by a two-pronged strategy: devising communication that fosters interest in the brand and reaching out to him where he is most susceptible and responsive. Eye-catchy acronym ‘KILB’ – “Kam insurance lene ki bimari” created awareness about the need to evaluate the correct amount of insurance cover required. Phrases like ‘Kya aapko KILB hai?” created instant inquisitiveness amongst TG.

TOUCH POINTS: The brand reached out to the TG at relevant touch points – sometimes even by entering his daily routine so that KILB could gain maximum attention. New media was created and used innovatively – screensavers, ‘KILB +ve’ stickers beneath nameplates in offices, seal marks in newspapers, viral CEO mailers, financial portals, et al.

RESULT: Overall, the slickly executed campaign managed to generate over 42,000 leads for the brand agents – almost double the number usually generated by top players in the category who work with nearly 50% higher budgets.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
B-schools expect higher rate of campus placements this year

Thursday, March 04, 2010

Many would like to forget the tyrannical dictators, but a new AIDS awareness campaign uses them to portray AIDS as a mass murderer.

Sheer shock value makes this one worthwhile says Aditi Prasad

Creative Director at the Hamburg, Germany-based ad agency Das Comitee, Dirk Silz can’t believe that the one campaign, which has managed to win him global recognition may never see the light of the day. But that is precisely what may happen if AIDS associations across Europe have their way. The 45 second video campaign, created by Silz, shows a couple having sex. Towards the end the face of the man becomes that of Adolf Hitler. The closing message: ‘AIDS is a Mass Murderer.’ The campaign also includes radio spots, music videos and posters featuring Saddam Hussein and Josef Stalin. “Until now 28 million people have died of AIDS all over the world. And even today more than 5,000 people succumb daily to the deadly disease. We knew we’ll have to make a hard campaign and so zeroed in on the cruelest mass-murderers in history – Hitler, Stalin, and Saddam Hussein,” Silz told this magazine in an e-mail interview.

Designed to promote World AIDS Day in December and scheduled to run on German TV and movie theaters, the campaign (posted on YouTube till recently when it was pulled off for hurting sentiments) has expectedly set off a storm of protests from organisations representing people with AIDS across Europe. They believe that the ad, commissioned by Regenbogen (an AIDS charity in Germany) seems designed for little more than shock value and is downright offensive to HIV infected people. Even the National AIDS Trust, which coordinates World AIDS Day in Britain, has distanced itself from the commercial believing that it further stigmatises HIV positive patients.

Whether or not the campaign sees the light of the day, the sheer reach of the World Wide Web and particularly YouTube has ensured that both Silz and the campaign have already earned more than their five minutes of fame in the global advertising industry. Affirms Silz, “We thought that the campaign will polarise in Germany because of Hitler. There may be just a local discussion on whether it’s okay to make advertising with Hitler. But interestingly, we’ve got e-mails from England, France, US, Canada, Spain, Venezuela, South Korea... People from 125 counties visited our homepage to view these ads.” If the idea was merely to get everybody talking about AIDS again, this one’s sure achieved it. And Silz certainly has no regrets about giving the face of Hitler, Stalin and Saddam to perhaps the most controversial virus to hit mankind!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
For Exclusive Footage by Sunday Indian Click Here

Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”

IIPM - Admission Procedure
IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

Monday, February 22, 2010

You are under my umbrella!


IIPM 3-year full-time Integrated (MBA BBA) Programme


The insurance industry certainly seems to be the cynosure of India Inc. In fact, the industry, which posted a whopping growth to the tune of 45% (life insurance) and 16% (non-life insurance) for FY 2009, is all set to see the entry of new players. Be it Bank of Baroda, Larsen & Tourbo (L&T), Edelweiss or State Bank of India; the renewed interest in the sector certainly signals a positive future for it. While L&T plans to foray into the general insurance business by 2010, Bank of Baroda is expected to commence its life insurance business in the next seven months. Even SBI is expected to start its general insurance business by the end of this fiscal year. Moreover, what is interesting to note is the fact that while there is no clear indication of reforms flowing in from the government, the capital intensive business is attracting the interest of major groups. Perhaps, the low penetration (4% for life insurance and 0.6% for general insurance) and the regulator IRDA’s recent initiative is guiding their decisions. Agrees Debashis Sarkar, Sr. Director & Chief Marketing Officer, Max New York Life Insurance, “The exclusion of mortality and morbidity charges from the cap will ensure that there is no compromise on growth in sales of valuable life cover. This is of critical importance in a country like India where 96% of the households are vulnerable. In addition, the life insurers will not have to resort to cross subsidisation across age groups to meet charge cap. The decision clearly indicates that IRDA wants life insurance to be viewed as a long-term protection product.” This clear cut long term objective from the regulator has further given a boost, not only to the domestic players, but also to the international players. Moreover, despite the current hurdles, it’s certain that the FDI norm will be eased for the sector (sooner or later), a reason why many more are mulling over the insurance business!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

IIPM - Admission Procedure

IIPM, GURGAON

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

Tuesday, February 16, 2010

Airtel has always used strong marketing messages to get to the consumers’ hearts. Surbhi Chawla communicates the true brand within...


IIPM 3-year full-time Integrated (MBA BBA) Programme

Raman Roy,
MD, Quatrro, BPO solutions


“Airtel Today, is considered to be synonymous with a force that can bring about a big change in the Indian wireless industry. Today one cannot imagine life without a cellphone, as our entire life seems to be revolving around the same. A mobile phone from a luxury item, has become a utility tool and Airtel has played a very important rolE in bringing about this change. it has also in its own way, played a very important part in our lives. It is very hard to imagine that about 15 years ago, Airtel was not there as a brand or a product. but today, it is difficult to imagine the country without the brand airtel, which stands for being valuable and most innovative. It has a great width and the spread of its network is something that not many can match upto.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS
IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes

Friday, January 15, 2010

600 down! More to go?

Starbucks’ expansion has presumably backfired; so the coffee king has put in place a new plan of action. But why will this work better than before?

It’s a classic problem of plenty. If you had limited money and if you had to invest in either expanding retail outlets or maintaining/improving quality in current outlets (with each choice being mutually exclusive of the other), which one would you have chosen in the current times of economic slowdown? One line of thought would say that people don’t stop drinking coffee even when there is slowdown, so it’s better to expand. Another line of thought would say that people would surely stop drinking coffee during economic slowdown ‘if’ the coffee was a premium (relatively) high priced brand; and therefore the focus should then be on consolidating current customers, improving and maintaining quality rather than on expansion.

The $10 billion turnover Seattle based Starbucks, the world’s largest coffee chain, went in for the former; that is, expanded. But more interestingly, in their expansion drive, they adopted a mixed positioning strategy (that is, they positioned Starbucks as a coffee for masses, yet tried to hold on to their premium positioning). The result? It was forced to shut down 600 stores across the globe – a hefty number considering that Starbucks has 16,000 plus stores globally. While the share price was at a high of close to $17 a year back on Nasdaq, it fell rapidly to the $7-8 range by the first quarter of this year.

Starbucks, because of a focus on expansion rather than delivering a quality coffee product, ended up in a situation where the brand was definitely available to a wider consumer group; but because of the premium price, it was still not affordable to everyone,” explains Elizabeth Higgins, Consumer Foodservice Industry Manager, Euromonitor International. But all was not lost; as Starbucks perchance realised the mistake and immediately started correcting the positioning back to a premium one. To that effect, the coffee king has taken in many measures. For example, Starbucks is planning to roll out coffee in small quantities and also is adding items such as wine and beer to its menu for evening visitors. Apart from this, it also plans to offer live entertainment to its customers by way of movie screenings, live music, dance, community theatre, et al. “Their recent [changed] focus on the product should help them win back consumers that were turned off previously by the quality or service,” adds Higgins.

However, the challenge that lies ahead of it is that if Starbucks wishes each one of its stores to be on the same pattern, it may have to shut down some more stores, especially those in areas where consumer segments are not interested in spending more for coffee. What has been the current result? Net revenues for the quarter gone by (Apr-Jun 09) fell 6.6% to $2.40 billion from $2.57 billion in the same quarter previous year, more because of outlets being closed down. What about profit? For the quarter in question, Starbucks got in $151.5 million as net profit. This is considerable, as last year same quarter they had a huge loss of $6.7 million. So are things looking up? Well, the share price has already crossed 52 week high barrier of $17 in Jul-Aug 2009...

Savreen Gadhoke

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Wednesday, January 06, 2010

All roads lead to... !

Government’s new found love for private enterprises seems to be finally taking shape in the form of PPPs. No doubt, they are the only way forward for the Indian economy towards growth at present, but then, there are areas which need immediate attention, if the government doesn’t want to hit a road block, feels Niharika Patra

What can be more surprising to a person, who is visiting India after a long time, than a host of long and shimmering roads, swanky buildings and above all, a sudden increase in the quality of basic amenities provided by the government. After all, it’s a never-seen-before India for him!

All thanks to the government’s new found love for private business houses, an impressive combination of public projects and private money is finally making India a place to be. Though, one cannot disagree that the results have been few and far, but the good thing is that the whole concept of mixed economy is finally coming up with the combination, which is certainly making the idea click.

In fact, public-private partnership (PPP) is that one thing which can make India rub its shoulders with the dragon nation, when it comes to world-class infrastructure coupled with the much needed push for the Indian economy. Agrees M. Y. Reddy, Committee Head, Infrastructure, FICCI, “Applying PPP model to the infrastructure is what can give the sector the necessary boost that it wants as of now.”

Though the idea is not new for the Indian policy makers, PPPs have been utilised to a greater extent only during the last decade or so (and that have been mostly limited to roads, airports, ports, bridges, et al). However, the recent announcements made by Finance Minister, Pranab Mukherjee, to provide infrastructure sector the much needed push, through clearing of pending PPP projects, would surely open new doors, not only for the private sector, but will also make projects like that under National Highways Authority of India (NHAI, which requires 60 highways to be built across India with an upward investment of Rs.70,000 crore) get going once again.

Even steel, ports and the Railways have been waiting for long for some big programme implementations under PPP. In fact, a latest report by BNP Paribas shows that the Railways alone provides for an investment opportunity close to a whopping Rs.2.7 lakh crore in the next eight years. Of the whole corpus, an investment of Rs.68,000 crore is alone needed by the Dedicated Freight Corridor, which covers 2,800 kms of rail corridor across seven states of India.

But then, that’s not all. Poverty eradication and social reforms too are reaching ground levels and this is where the PPP model is eying for a big opportunity. In fact, Food Security Bill, which talks about providing grains to the poor at Rs.3, can do wonders coupled with a proper distribution system. For instance, the use of Smart Cards (for the distribution of food grains), the latest innovative step that allows the holder to check the status of their application and stock while facilitating easier and more transparent distribution of stocks, provides huge business opportunity to Smart Card producers, who have been eagerly waiting to tap the huge potential in the public sector. The initiative (which has already tasted success in National Health Insurance Scheme) can be seen as a win-win solution for both the government as well as private players. Avers S. Kumarswamy, Chairman, Agrochemicals Promotion Group, “Public distribution has been a problem not only for the BPL families, but also for the ingredient suppliers of fertilisers and seeds because of the rampant corruption.” Certainly, Smart Cards would to a great extent also help in removing that devastating loophole.

Education too, has seen PPPs mushrooming up. The latest plans of Education Minister Kapil Sibal to make vocational training more accessible indicate a bright future for PPP based ventures in up-gradation of ITIs. Till now 171 ITIs have already been identified by the government for upgradation under PPP basis. If implemented in a proper manner it has the potential to transform the education system in the country.

But then, PPPs don’t come without hiccups. While PPPs are proving to be a good means of turning out quality projects, there are long-term troubles attached to the model. The first and foremost is the time. While the tenders are given with a time-frame attached to them, the projects, most of the times, don’t end up on time. Raison d’être: the regulatory loopholes. Price too contributes heavily at times to such conflicts.

For instance, even with PPPs in line, power is one sector that has seen conflicts between the parties, both at the cost and price front. In fact, coming to a fair price agreement is the biggest hurdle in effective use of PPP model. “For augmenting investment, it is critically important to move from fixed rates to market determined rates,” agrees T. N. Thakur, Chairman, Power Trading Corporation.

Moreover, the number of PPPs on the social infrastructure front is also too small at present. In fact, it’s the current policy environment in the country that is discouraging private players from lending in their hands to the government for such projects. Further, wherever a PPP model exists, it’s mostly an Indian company doing the Tango with the government. The contribution from foreign players’ is almost missing.

“Decentralisation of power and quick decision making is what will make the PPP model click in India. Further, it’s important that empowered monitoring mechanisms are put in place so that all such projects are implemented in a time bound and phased manner,” Satish Bagrodia, President, PHDCCI tries to suggest a solution to the problem.

No doubt, in order to make the elephant dance, both private and public players have to dance together too. After all, it takes two to tango, they say! But then, the harmony somehow seems missing as of now and that is certainly not a good sign. If you don’t believe us, ask a dance instructor!

Niharika Patra

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Tuesday, January 05, 2010

How the hand Rocked the Lotus, Elephant, Bicycle, Lantern...


Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

The revamp of the 124-year-old party and brand continues. Says Santosh Desai, CEO of Future Brands, “Congress as a party has understood that Indian elections are the largest marketing exercise in the world and that inclusive growth can be the best USP of the Congress brand.” But, inclusive growth does not mean literally going back to the villages embracing the old dogmas of socialism. The appointment of Nandan Nilekani as the head of the Unique Identification Authority with the rank of a Cabinet Minister sends out another powerful message about the new brand Congress – talent is welcome, even if it is from the private sector. If and when Nandan Nilekani succeeds in his mission, the Congress would have used a private sector entrepreneur to execute one of the most critical ‘public’ tasks. Tamper proof I cards can ensure the poor actually get the benefits from social welfare schemes. And if money meant for the poor actually manages to reach the poor, brand Congress would have nurtured a massive base of loyal consumers (Voters). There are twin benefits of this ‘private-public strategy, according to Congress insiders. Having Nandan Nilekani lead this mammoth task will be a big hit with the Gen Next that idolises successful and ‘ethical’ entrepreneurs like Nilekani and looks up to them as role models. Then again, Nilekani’s success means more than 400 million rural consumers will have a solid reason to choose Congress over other brands.

This unabashed and unapologetic ‘coupling’ of Brand Congress with the aam aadmi can be seen even in the Budget presented by Finance Minister Pranab Mukherjee. He has simply junked the old – and insidious – habit of finance ministers of doling out largesse to corporate titans and Dalal Street while paying lip service to the poor. This Pranab budget is all about rural India, about farmers and about poor Indians everywhere. And more importantly, the Budget has not taken any step to take the Indian economy back to the bad old days of crony ‘socialism’. This aam aadmi socialism yes; but of a kind where entrepreneurs and wealth creators will have a key role to play. Senior Congressmen understand the potential power of this strategy. Says Congress spokesperson Manish Tiwari, “ The Budget is a judicious mix of short term stimulus, medium term fiscal prudence and long term institutional reform.” When asked about how the market is perceiving the Budget as a marketing exercise, the politician Tiwari is quick to retort, “I don’t think the Budget can be really seen as an image building exercise or a kind of a political platform. A Budget can be evaluated in the context of circumstances.” Tiwari may be coy, but the marketing and advertising world knows that the budget is actually a huge boost for the new brand identity of Congress.

And lest you think that brand Congress is now all about doling out sops to the poor without a future vision, please re-examine what the Minister for Human resources Kapil Sibal has been saying for a while. Sibal has loudly and persistently made it clear that the private sector must play a key role in revamping India’s messy education system. Sibal and his team understand clearly that India can never reap the demographic dividend with the current education system where rent seeking and corruption is rife and rampant. Sibal is laying down a vision where the young – both rich and poor – will have more choices when it comes to education and careers. Once implemented, this strategy will create one whole generation of loyal consumers who have not yet reached the legal age of voting!

And of course, no matter what you and I say or the aam aadmi says, Brand Congress will also be closely identified and linked with Brand Gandhi. Like it or not, it is Sonia Gandhi who first gave a new lease of life to the dying Congress in 2004. In 2009, the CEO to be Rahul Gandhi is getting ready to take over from his mother, with sister Priyanka always around as a strategic advisor. Says Ad guru Prahlad Kakkar, “While Sonia resonates to dignity and simplicity, Rahul implies to modernity.”

That, as rivals of Brand Congress have realised painfully, is an unbeatable identity for a brand to have!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Thursday, December 31, 2009

New-Age Ads Irresponsible Or Reality-Driven?!


1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”

Leo Burnett’s Pops Sridhar agrees. He believes it’s a “generational thing” and strongly requests the kill-joy brigade not to drag morality, values and integrity into it. As Mathias pointed out, advertising hypes life to make it look sexy for the viewer – but it’s almost always rooted in fact and truth. Be it Ogilvy’s Mentos ad, or Perfetti [Papa at a party. Papa in the office. Papa at home] ad, Bates’ Virgin Mobile ad, Ogilvy’s MotoYuva ads – it’s a throw-back on the times we live in. “Relationships, codes of conduct and ways of expression have undergone a sea-change. It’s a cooler, more informal and chilling time. The old authoritarian dad-kids relationship, in urban India is a thing of the past. They are more buddies and engaged in closer, warmer bonding. Kids are cheekier and adults are cooler. That’s the truth and that’s what these ads show, say and express,” avers Pops. Mridu Manjrekar, however, is neither amused nor impressed. “These ad-wallahs are master spin-doctors, ready with glib explanations that appear both truthful and convincing, but scratch the surface and its bullcrap!” The school teacher and mother of two teenage kids, “sees this brand of advertising as insidious and dangerous.” Couched in entertainment, it hits the target spot-on and instantly – at a subliminal level – creates mischief through propagating wrong values. [Its no sin to bullshit parents; cheat girlfriends; mock teachers! Nothing is sacred, precious or non-negotiable. Nothing is a big deal. Its ‘just- chill-yaar’ time.] Scary!

At the end of the day, one thing needs to be recognised and realised in a cool and objective manner. Barring some overtly vulgar ads, most of the stuff discussed is not really offensive, either in terms of morals or values. Remember, the rigid good and bad, moral and immoral, done and not done zones don’t exist anymore. It’s an age of confluence, not conflict. To be cheeky or naughty is ‘not’ perceived as a cardinal sin, which calls for capital punishment! Humour [audacious or irreverent] is cool. As for influencing and corrupting kids, 10 is the new 15! Good, sensible parenting is the answer. Besides, don’t forget that if you give kids wings, they’ll surely develop roots…

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION

Tuesday, December 29, 2009

3 ghosts of the future?!


IIPM Admission Detail

US giants need a bailout package of $75 billion. Now!

The newly elected US President Barack Obama recently met the current president George Bush and spoke about a series of issues, including bailout packages for the US auto majors. The situation of the US auto sector is even worse than that of India, as the auto majors are begging for bailouts, with all urgency! The accused in this case are the three Detroit giants – Ford, GM and Chrysler, whose financials are getting worse, every passing month! The three automakers have asked for a $50 billion package from the US government, which will help them combat the current crisis. Interestingly, this figure doesn’t include the additional $25 billion which the government has agreed to grant to the automakers to produce energy efficient vehicles.

Well, in a situation where almost five million jobs rely on the auto sector, falling apart of the sector surely means a state of urgency! It is a situation where the stock prices of these auto giants is tumbling by the trading hour and their operating cost shows no signs of falling. Surely, for now, it’s about breathing hard, underwater for the giants. Strange though, it was the same trio that once ruled the world of automakers. Today, they have been reduced to brands that might just becomes ghosts for the American future. Obama, you there? Bailout is the word!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION

Monday, October 19, 2009

SOME UNUSUAL BUSINESS

The last year had not been easy for Hindustan Unilever (HUL). But India’s largest FMCG behemoth fought the blues and posted a net profit of Rs.24.96 billion for the 15-month ending March 2009.

HARISH MANWANI, CHAIRMAN, HUL


How did HUL do it? Well, in Chairman Harish Manwani’s words it was via a paradoxical strategy of “business as usual on growth and business unusual on costs.” At first, struggling with increasing prices of critical raw materials, HUL tried every known trick in the trade to balance its cost, price and profit equation. They raised prices of their shampoos, detergents and tea brands and even reduced grammage of some products. While these measures helped HUL in achieving decent sales growth, increased prices led to a simultaneous decline in volumes. But when inflation reared its ugly head, HUL was again forced to cut prices of its key brands to stay competitive.

It was then that Manwani took the decision to convert the impending crisis into an opportunity. Realising that those conventional strategies would be unable to bail HUL out of its predicament, Manwani implemented three crucial strategies to balance the company’s toplines and bottomlines. He first declared a ‘war on waste,’ wherein the company reduced its fixed cost component. Primarily, HUL began buying its raw materials (commodities) on a monthly basis instead of the previous annual cycle to take advantage of the fluctuations in the commodity market. Says Dibyajyoti Bora, FMCG Analyst, CII, “In the long term, the move will help HUL take advantage of futures contracts and save costs.” The company followed this up by ‘straddling the pyramid’ to capture uptrading opportunities. Actually with an increase in prices, HUL had started losing market share to cheaper rivals.

To counter this, they rationalised their stock keeping units (SKUs) and spread out their vast product portfolio at new price points. Tweaking their go-to-market strategy to cut flab at the front end added more push. For FY10, HUL has decided to revamp its entire product portfolio and relaunch several brands like Rexona, Breeze, Kissan Fruit Jam, et al. The bid is to enhance ad budgets for brands like Hamam and Liril. Business unusual? Naah!

Savreen Gadhoke

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Tuesday, July 21, 2009

Health ka funda


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For years, Britannia had known only Parle as competition and that too primarily in the glucose segment. The premium cookie segment of the market was dominated by its own brands, including Good Day, 50:50, Little Hearts, Treat, et al. A few years ago, an aggressive ITC sauntered in with its Sunfeast brand and Britannia’s cookie cart showed signs of tumbling. To deal with the challenge, MD Vinita Bali launched Britannia’s new healthy positioning last April. She re-jigged Britannia’s portfolio by dividing it into ‘delight and lifestyle’ and ‘health & wellness’ and even hired two independent category directors for the same. The strategy hit bull’s eye. The cookie major has grown at an average of 21% (till December 08’) ever since and is eyeing a $1billion turnover by 2011 (see cover story)!

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, June 17, 2009

Marketing of Nimbooz and LMN


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As for Nimbooz and LMN, both offer 200ml tetra packs for Rs.10. Nimbooz also offers a 200ml RGB for Rs.10. However, while Nimbooz may gain a competitive edge on its 350ml PET bottle (Rs.15) as compared with LMN’s 500ml PET bottle for Rs.23; LMN will gain on its 110ml tetra pack, which Parle Agro intends to sell for Rs.5. Says Parle Agro’s Chauhan, “The strategic price point is developed keeping in mind the distribution opportunity for the brand LMN. Considering we are fresh and natural lemon drink, our main competitor was the product at the stalls and the home made nimbu pani. At stalls, a glass of nimbu pani is sold for Rs.6. We’ve made it possible to have packaged and hygienic nimbu pani at Rs.5. Considering it has huge opportunity to penetrate into all kinds of markets, we wanted to have price points that spanned across a wide range, allowing anyone to be able to afford our beverage.” Titus of PepsiCo too is not wary of competition as she says, “Sooner or later competition will arrive. We welcome competition as it helps to stimulate the category.” As far as reach is concerned, all four viz. PepsiCo’s Nimbooz, Coca-Cola’s Fanta Apple and Parle Agro’s LMN and Appy Fizz have up to one million outlets each through which these drinks are sold to customers across India. To ensure the success of these drinks, the honchos of respective drinks have wasted a lot of chalk at the drawing board. For instance, Fanta Apple was first launched in Andhra Pradesh and Tamil Nadu in November 2008 before going for a nation-wide launch. Ask Venkatesh Kini, VP-Marketing, Coca-Cola India the strategy behind this move and pat comes the reply, “These states acted as testing grounds for our products. Hyderabad is a cosmopolitan city, which has a lot of affinity for Coca-Cola brand. In Tamil Nadu, the launch was aptly timed around Pongal so the response was good.” Titus avers, “An extensive consumer research was carried out to validate Nimbooz.” LMN, on the other hand was not test marketed but launched after an intensive study undertaken by Parle Agro’s in-house R&D team.

Another vital determinant deciding the success of the products is their advertising and communication strategies. Fanta Apple has roped in Genelia D’Souza (of Jaane tu ya jaana na fame) to endorse the product. A TVC conceptualised by Ajay Gehlaut of O&M hit the small screen soon after the product launch. “The commercial for Fanta Apple gives a fresh dimension and a different expression to the message. It highlights how subtly yet intelligently youth gives it back to those who irritate them,” says Gehlaut. Furthermore, Fanta Apple will also support an integrated 360-degree marketing campaign involving BTL, POS and POP marketing, digital advertising, et al. On the other hand, PepsiCo too has launched an intensive consumer activation campaign to promote Nimbooz. Besides releasing an ad-campaign (which highlights Nimbooz’s ‘Ekdum Asli Indian’ proposition) created by BBDO India, there is also a 360-degree marketing plan including multi-city launches, road shows, comprehensive 3D activation, OOH, radio and press. As part of its BTL initiative, a Nimbooz Highway Gaddi will visit the four major Indian highways to promote the product and educate consumers. Talking about LMN’s marketing plans, Chauhan says, “LMN’s launch is being supported by a 360-degree marketing campaign comprising of TVC, print advertising; point of purchase promotions and BTL activities. Creativeland Asia has designed the complete brand communication for LMN.” A closer view of the marketing initiatives reveal that most of the marketing plans of the drinks revolve around the same lines. Activities around POS and POP will definitely be vital to the success of the products. Says Chauhan, “Retail visibility is always of key importance and host of unconventional POS will support the brand in establishing itself in this space.”


Be that as it may, the war is on in full swing. If Fanta Apple has its pricing strategy right, Appy Fizz has a first mover’s advantage. If LMN is thriving on a strong brand positioning, then Nimbooz has the strong backing of PepsiCo’s legacy. Undoubtedly, Coca-Cola India and PepsiCo India score high by the virtue of the fact that they are legacy brands with a high brand recall and consumer loyalty. At this point, it becomes imperative for Parle Agro to pull up its socks as it is pitted against industry leaders. However, given the success of Parle Agro’s flagship brand, Frooti, it won’t be too difficult for it to catch up with PepsiCo and Coca-Cola India. Also given that the target audience for LMN is much diverse as compared to that of Nimbooz, you never know, LMN may soon zip past Nimbooz... It’s all a matter of who isn’t addicted to Vitamin-C (Vitamin-Cola?), right? Or is it?

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, May 20, 2009

It’s called the Boomerang Karma and it doesn’t need stuporous intellect to fathom


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Even the biggest listed retailer in the country, Pantaloons Retail Ltd, exited its JV with the Alpha Group Plc. to set up an airport retail venture (“We are completely out of this business now as it doesn’t fit our style of working,” said a company spokesperson). And if you’re thinking that the newly done up (and relocated) airports at Bangalore, Hyderabad, and even at Mumbai, are something to cheer about with respect to retailing, they stand simply nowhere when one compares a walk through the shopping stadiums (if one can use that usage) at Singapore’s international airport, or at Heathrow’s five terminals in London or in the Zurich or Geneva international airports in Switzerland, where most intelligently, to reach the boarding point, one has to first board a train from the shopping area (showing how expansive is the land dedicated to retailing). Anurag Mathur, Joint MD, Cushman & Wakefield deliberates, “Globally, airports derive a large portion of their income from non-aeronautical revenue. Heathrow, San Francisco, Vancouver and Brisbane, bring in as much as 50% of their revenues from retail and other non-aeronautical resources.” But currently, a passenger spends $3 on an average in an Indian airport, which stands too low as compared to the global average of $15.

However, despite the most discouraging response of private companies to airport retail tenders, market experts are still optimistic about the growth of the segment. Binit Somaia, Director, CAPA, comments, “The airport retail environment will improve significantly as the airport development projects move ahead. At non-metro airports, this trend is likely to progress more slowly and less dramatically, however we will nevertheless see changes in these locations as well.” Cushman & Wakefield estimated in a September 2008 study that India will have seven new airports by 2015, by when, even the 40 currently operating airports will need (and hopefully undergo) huge upgradation. And if that goes as per estimations, the non-aeronautical revenues will shoot up to a gargantuan 54% of gross airport receipts. But the segment will take much more time to match up to western levels of 70%.

There is no denying that airport and petrol pump (or gas station) retailing are still at a very nascent stage in the country. But keeping in mind the overall growth of the retail sector, one does wonder logically why private companies are playing doppelgangers when it comes to exploiting an available and purchase ready captive audience. Perhaps it will still take a lot of time for Indian retail companies to actually think beyond selling wafers and water bottles at airports and petrol outlets.

Perhaps a final port of call might convince private players. Forbes has rated Indian airports as being the most delayed ones in the world! Rather than looking at this negatively, imagine the possibility. A traveller who normally would’ve spend just a half hour looking around, now gets perchance beyond that! How much more ‘boomeranged’ karmic could that get?!

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Friday, April 24, 2009

THAT FLYING PHOENIX


IIPM set to beat economic slowdown

Air fares are being slashed left, right and centre. Low-cost air travellers are again picking up where they left off. LCCs are back in vogue. ‘Small’ fares reign, for now...

“Indian Low Cost Carriers (LCCs) would soon cease to exist!” experts had declared just a few months ago. Such presumptuous predictions were in tune with the then turbulent aviation sector, reeling under the impact of higher ATF costs (which forms 40% of the operating costs for carriers) and galloping inflation that deterred low-cost travellers from flying and prompting them to choose the services of the Railways instead. A slump in consumer sentiment fuelled the de-growth cycle for LCCs.

But proving all doomsayers wrong, the tide has now reversed and no-frills airlines are rising from the ashes like the proverbial phoenix! Falling inflation, a steep fall in ATF prices–by approximately 55% since August 2008, improving infrastructure, et al are giving wings to the once-dying ambitions of players like Indigo, SpiceJet and GoAir, KingfisherRed and JetLite. Says Aditya Ghosh, CEO, Indigo Airlines, “At IndiGo it has been our commitment to provide them with best in class affordable air travel at all times.” Changing market dynamics are encouraging no-frills aviation players to go back to their earlier ambitious expansion mode. Many have restored flights to destinantions that had gone off their route map, others are even adding new routes, and still others like (JetLite and Kingfisher Red) even adding facilities to revive the previously-declining demand. “As oil prices decline, LCCs will once again be able to offer fares that will be low enough to stimulate market growth,” explains Binit Somaia, Regional Director, Centre for Asia Pacific Aviation.

What’s more, despite the ‘red’ splashed across their balance sheets, major player like SpiceJet, IndiGo and GoAir are planning a further 10% cut in their fares to lure more customers. “Lately, there has been a reduction in ATF prices and we want to pass that benefit to the passengers immediately in the form of this latest fare scheme,” says Ghosh. A decline in inflation levels is an added benefit for the LCCs as their target audience has enough in their pocket to come back to low fare air travel. “The recession has also given a setback, but things look positive. We promise a double-fold growth in the segment soon,” says an optimistic M. Madhavan Nambiar, Secretary, Civil Aviation. Further, as airport infrastructure improves, LCCs will also be able to improve their asset utilisation capabilities by reducing turnaround time and increasing efficiency.

But the most important demand stimulant for LCCs remains the Indian travellers facination for the skies. “Only 2% Indians fly in a year. The untapped potential therefore is huge,” adds Somaia. Moreover, in a price sensitive market such as India, with more first time flyers joining the market each year, there will always be a strong market for airlines that offer low fares. The winning 3E mantra forever remains: Exceptional Customer Service, Extreme Operational Efficiency and Effectual Price Discrimination. Who knows, what direction oil prices will take tommorrow, but for now, it’s ambition reloaded for LCCs...

Ratan Lal Bhagat

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Friday, April 03, 2009

THAT’S HOW YOU DESCRIBE THE JOY OF THINKING ‘NANO’


NO OTHER EXAMPLE CAN JUSTIFY THE MIGHT OF BRAND TATA MOTORS THAN THE MAN HIMSELF. HE HAS BEEN THERE ALL ALONG AND STILL GOING STRONG

When pundits write paeans over how entrepreneurs must dream ‘big’; this man was contrarian. He dreamt ‘small’, shared his dreams with the nation and the year 2008 saw him make aggressive efforts to realise that ‘Nano’ dream. Yes! Ratan Tata’s pet project - Nano - installed the perfect halo over brand Tata Motors in 2008. Mamta Banerjee and the Singur controversy may have taken some of that sheen away, but the subsequent acquisition of European marquee brands Jaguar and Land Rover (JLR) brought the halo right back on the brand’s forehead. And while we could have given all credit to CEO Ravi Kant; yet it is undeniable that both Nano and the JLR initiative were personally handled by Ratan Tata himself, thereby making him our chosen brain that fuelled brand Tata Motors this year.

The Rs.1 lakh car, as it’s known, is expected to hit the market in 2009 and will undercut Maruti 800 in both pricing and practicality. Who could have thought that a truck maker would challenge the dominance of the small car maestro, Suzuki! With 62 years of truck making heritage, Tata Motors is today India’s largest and world’s seventh largest H&MCV manufacturer, holding over 65% market share. Considering that this is the company’s primary métier, Tatas are in a position to take the market pretty much anywhere they want. But this is where perception and rationale find themselves on a collision course! When the Indica compact did come in the year 1998, analysts were skeptical. They argued that a truck manufacturer will never be competent enough to fight it out in the excessively competitive small car market. Armed with modern technology and years of small car making experience, the competition was just not ruthless, it was smart! Ratan Tata was, however, convinced that his car was innovative enough to outsmart any established player irrespective of the latter’s brand. What Tata has is the unparalleled ‘brand equity’ of the group. “Tata has always been a major brand since it is present in almost all automotive segments. It started with the trucks, then entered SUVs and now cars,” says Auto Expert Murad Ali Baig.

Ratan Tata’s bag of tricks is overtly dependent on innovation and astute market reading. He knows that for an upwardly mobile customer (wanting a ‘sensible’ car), operational cost is a major influencing factor. Consumers are susceptible to oil prices volatility, which hugely impacts their buying decisions. Ratan Tata understood this and reinvented the small car marketing model, making Tata Motors an instant hit! Moreover, Tata has made the well-heeled competition rethink its strategy and with the launch of ‘new’ Indica in 2008, it has perhaps taken the game forward! And if the JLR acquisition is any thing to go by, Tata Motors has arrived on the global scene as well! But what indeed makes this automotive brand different is the legendary ‘Tata Group’ stamp and of course Ratan Tata himself, the smart old man who actually knows what really sells...

Karan Mehrishi

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Tuesday, March 24, 2009

Cricket ka Karmyudh?


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They called it the cricketing extravaganza and ‘Manoranjan ka baap’ and it truly turned out to be just that along with a spectacular show for TRPs. The combination of Bollywood and cricket was just the thing that made viewers fall hook, line and sinker for the Indian Premier League! It all started with an audacious “bid” for cricketers, in which the who’s who of India Inc. along with savvy Bollywood stars, went up on stage and “bought off” the best bets for their respective teams. This BCCI prodigy then managed to remain in the news consistently for one reason or the other. First, it was Vijay Mallya firing team CEO Charu Sharma and taking on Dravid for his average performance. Then, the Shreeshant-Bhajji spat happened, adding more masala to the IPL dish; SRK turned up at the stadium wowing fans and Preity kissed Yuvraj, adding to the glam quotient. As the tournament reached its climax, the thrust shifted to merchandising, et al, that have kept alive IPL’s memory.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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