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SALT: Angelina Jolie bad timing!

2011-02-07T11:45:00.003+05:30

INDIA'S BEST COLLEGES, INSTITUTES and UNIVERSITIES

TSI Five-O: Palatable but not delectable!

As luck would have it, the launch time for 'Salt' couldn't have been more wrong. With 'Inception' hogging the box office limelight, 'Salt' has been side-lined, especially since it is no blockbuster as such. Based on the concept of a CIA agent being accused of being a Russian spy, the story line could have been very interesting and gripping, but is instead weak as the so-called suspense is given out too soon. Thereafter, with respect to the present day scenario, the very plot of the movie doesn't quite stand to logic. If it had been set in the 90s, it would have made more sense.

Unlike 'Mr & Mrs Smith', where Jolie plays the second fiddle, this is completely a Jolie delight. The action is far better than in 'Tomb Raider', but goes a little over the top. A fragile Evelyn Salt (Angelina) devastates (literally) her opponents even in hand-to-hand combat. The story gets a little ridiculous in between when access to White House and almost every other private and high-security place is shown as a cake walk. Salt is not only skilled but a master of disguise too, except her character lacks clarity with respect to her true feelings toward life. She's shown toggling between being a CIA agent and thereafter a terminator, which shall be stopped by nothing at all! There is negligible room for anyone else in the movie, and hence Angelina must be credited for pulling off a movie all by herself.

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WHAT’S WORTH THE TRUE KILL IN 2010

2010-09-13T15:16:00.000+05:30

The year 2009 was more about automobiles and telecom. But in 2010, players across various sectors and geographies are gearing up to steal the show... and market share!

HP TouchSmart All-in-One Desktop PC
Technical Specifications :
23-inch a 16:9 and 20-inch 16:9 720p widescreen
1080p full HD
Tilt Web cam
Wide frames (16:9)

It’s all in a touch: The new HP TouchSmart300 and TouchSmart600 is an All-in-one Desktop PC with a multi-touch technology. The desktop is well designed for less spacious living environment, it also offers new game console connectivity. The touch application of the desktop also includes the new Microsoft Windows 7 and also falls in place for Energy Star 5.0 requirements.

Chevrolet Beat
Technical Specifications :
Engine variants of 1.2, 1.2LS and 1.2LT.
Length – 3,595 mm,
Height – 1,520 mm,
Wheelbase – 2,375 mm,
Width – 1,595 mm

Beating the pulse: With the hatchback segment getting more competitive in India, the all new Beat from Chevrolet adds a lot of fuel to this fire. Along with an arching roofline and stylish vertical rear door, the Beat has a sporty three-door coupe appearance. For enhanced bold styling, the car has an integrated rear spoiler giving superior aerodynamic performance to this new baby from Chevy in India.

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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.
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Bachchan steps in

2010-08-27T17:34:00.000+05:30

In a signal of times to come, Big B showed his intentions to support Gujarat and CM Narendra Modi by stating that he would love to become the brand ambassador of the state. For Modi, this could not have come at a better time, especially with judicial quarters casting a critical eye on the past handling of certain cases within the state. Amitabh Bachchan – in general – is quintessentially extremely respected and revered throughout not only the nation, but across the world – with BBC even ranking him as the Star of the Millennium. Amitabh’s words and opinions, which reach millions through his blog and media interviews, are not only superlatively effective in context, but due to Bachchan’s sparkling literary usage, impressively hitting too. Given that, Modi pulling off such an association for his state can be called nothing less than a coup. Rauf Ahmed, Film Critic & Ex-Editor, Filmfare, commented, “I found the move very intriguing. It’s also interesting that after being a brand ambassador for SP-ruled UP, AB should have chosen to represent Gujarat.” That Bachchan goes the full mile and much more in giving justice to his committed promises is a factuality beyond doubt, but what is also important to note is that if Narendra Modi grabs the opportunity now, he has the best chance in the past few years to change civil society’s perceptions.

Anchal Gupta

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Source : IIPM Editorial, 2010.

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

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IIPM enters into media education
IIPM makes record 10,000 placements in five years
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Help yourself, please!

2010-07-12T16:08:00.000+05:30

The persistent turmoil in the aviation sector coupled with the mounting losses quarter after quarter (all thanks to the increasing input costs) have left Indian aviators high and dry. Moreover, all the major players, which include Kingfisher Airlines, Jet Airways and Air India, are also over burdened with huge debts mounting over them. While, Kingfisher Airlines has a debt of about Rs.90 billion, Jet Airways has a massive burden of about Rs.150 billion on its back. Well, the less we talk about Air India’s financial standing, the better it is! All these financial obstacles have forced the domestic players to urge the Civil Aviation Ministry to relax the FDI investment cap from the current 49%. However, a pertinent question that arises is, will this proposed increase in foreign investment in the sector actually solve all the problems of the airlines? “Airlines need to ensure that they match capacity with demand. There are currently too many airlines, with too many seats, chasing too few passengers. This will require more effective management as well as consolidation in the form of mergers and market exits,” suggests Binit Somaia, Regional Director, CAPA. Surely, apart from foreign investment, the airlines should also look at route rationalisation and cost cutting as effective measures to overcome the crunch. Somaia also highlights the role of the government in pulling the players out of the quicksand as he says: “The government’s key role is to provide a regulatory framework that provides certainty to investors, which is currently missing in the aviation sector.” Thus, it is not only the financial support that is required, but also the various aforesaid measures that must be adopted by the bleeding airlines to help themselves.

Ratan Lal Bhagat

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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.
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Will Indian TV formats ever find green global pasteurs?

2010-06-17T16:24:00.000+05:30

While TV shows created in India are liked by audiences in Asia and the world, little has been done to license them out. Pallavi Srivastava does a dekho on when that might happen

Amongst all kinds of reality shows that have bombarded your idiotbox in recent times (like Perfect Bride, Big Boss, Khatron Ka khiladi, Is Jungle se mujhe bachao, Sach ka saamna, Dus Ka Dum, Pati Patni or woh, et al), any guesses as to which one was the longest running? It’s Roadies on MTV, which is presently running in its seventh season. And what about the longest running musical show? That’s SaReGaMaPa which has salvaged some pride for Zee TV and is into its 15th year now (It was originally christened SaReGaMa). For the record, the longest running dance show is Boogie Woogie, which has been on Sony’s programme list for a decade now. And guess what? All of these shows are original Indian formats and not licensed versions of global hits a la Khatron Ke Khiladi (Fear Factor), Big Boss (Big Brother) and others of their ilk.

Interestingly, there are many successful original Indian shows like Aap ki Kachehri, Dance India Dance, Nach Baliye. Also, unlike most of the imported reality shows, these have had their ratings soaring one season after another. But this is precisely where we come at a crossroads. It’s a matter to seriously ponder over – while we have a huge list of ‘imported’ television shows, why is it that this current is only unidirectional? In other words, why aren’t Indian shows licensed out to global markets?

Surely, it is not for lack of preference amongst overseas content licencees that this limitation sits in place, as industry veterans like Indrajit Ray, Chief Creative Officer, UTV feels, “Indeed, there is immense scope for original Indian formats – both fiction and non-fiction – to travel abroad.” Especially in markets like South-East Asia, Latin America and many other third world countries, there are some big opportunities going unnoticed... Beat this: Brazil’s number one TV show “Caminho Das Indias” (India’s Way) is an Indian tale with Brazilian actors! It features an upper-caste girl who falls in love with a Dalit boy. The girl’s family disproves their relationship and tries to marry her off, while the boy strives hard to keep their love alive; India sells, and like nobody’s business! And this is not the only proof of it. Dubbed versions of many Indian shows are also quite popular in many global markets as Vanita Khandekar, a media consultant, agreeingly states, “Dubbed versions of a lot of Balaji shows are quite popular in markets like Singapore and Malaysia. Definitely, there is scope for Indian shows, be it in terms of formats or dubbed versions...”

So despite the strong potential, why is it that the export of Indian TV shows is not in vogue yet? Rajesh Sawhney, President, Reliance Big Entertainment presents his logic, “Indian production houses are not allowed to become stronger. They don’t own the Intellectual Property Rights (IPRs) of the formats. IPRs are with the broadcasters, who are worried more about their India operations!” The interesting fact here is that earlier, the production houses owned the IPRs in India. Take for example Shanti, which was amongst the biggest TV blockbusters in India. The IPR is with UTV Production house. However, an optimistic Ray of UTV opines, “Somehow in the Indian context, the trend of broadcasters owning TV rights became popular. But things are changing now.” In fact, UTV Television is developing two new shows, the IPR of which they will own, as Ray adds, “We have initiated the process, and I am sure others too will think along similar lines.” Apart from these, there are other hiccups like lack of structured documentation of the formats.

Another reason for this one way trade is that licensing TV formats is not looked up as a serious source of revenues, either by broadcasters or production houses as Ashish Gowalkar, Head Non-fiction, Zee TV admits, “Licensing television formats is not our core business.” However, given a chance to license his content, he will think about going ahead as he states, “If a content aggregator comes to us and says that they will market and sell our formats globally, we would like to do that.” Thus, there is a need to explore this opportunity seriously, as Ashish Patil, GM MTV India & Senior Vice President – Creative & Content, puts it, “Someone needs to pick the successful formats and market them aggressively.” Content aggregators like Bull Dog Media are slated to play a crucial role in this process. Bull Dog Media partnered with Mark Burnett Productions (the format holder of ‘Are you smarter than the fifth grader’) and licensed it out to Star Plus. Currently Bull Dog focuses only on bringing global formats to India, but Akash Sharma, founder and MD of the company, says that as the business grows, they will obviously be looking at marketing Indian formats in global markets.

Questions and doubts aside, looking at the direction in which the winds of change are blowing, it is only but time before licensing TV formats & content is looked upon as a serious revenue stream as Vivek Bahl, Creative Head, Star Plus thumps, “The same is already happening between regional & Hindi GECs… and I definitely see potential in some of the content moving out of the country.” UTV’s Ray feels, reality shows will have the maximum chance of playing the lead role in this change, but surely, fiction formats (especially family drama shows) too will follow. Guess one may soon find Indian TV formats seeking green global pasteurs, and if Ray is to be believed, the moment is only 12 to 16 months away. Fingers crossed we are, Mr. Ray!

Pallavi Srivastava

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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.
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

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The final battle?

2010-05-27T16:23:00.000+05:30

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

The history of brand infringements is nothing new to global markets but is certainly becoming much more popular in the evolving Indian auto industry. Especially when one looks at the history of infringements in the Indian market, the recent cases are surely an eye-opener. The latest to join the bandwagon is Mahindra-Renault India. Hyundai Motors India has filed a case against latter stating that the MRPL is planning a car named Sandero alleging that the rival was trying to cash in on its popular brand Santro, as the names sound similar. However, Renault India’s CEO Nalin Mehta issued a statement saying, “We have filed a reply requesting the honourable court for removal of Mahindra Renault’s name as the defendant. Mahindra Renault does not have any ownership of the Sandero brand. MRPL has never used or promoted the brand.” In fact, the history of infringement goes beyond Hyundai and Mahindra Renault India as the most talked about case have been the Bajaj and TVS’ infringement case under which the former filed a case against TVS for using twin-spark plug technology in its much-popular brand, Flame. Though, the court didn’t stop TVS from producing Flame, but it barred TVS from using the same technology, which was then allowed at a later stage. Experts believe that with passing time, the industry will evolve and such cases will keep on happening in one manner or the other.

Pawan Chabra

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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.
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

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‘DOLING’ LOYALTY BONUS

2010-05-13T16:49:00.000+05:30

National Rural Employment Guarantee Scheme

Without an iota of doubt, the National Rural Employment Guarantee Scheme (NREGS) is the single biggest and most ambitious marketing exercise ever launched by a political party in India; perhaps even bigger than the Garibi Hatao slogan and scheme of Indira Gandhi. Her daughter-in-law Sonia Gandhi is clearly the biggest beneficiary of this unique marketing exercise. When the NREGS (promising to provide employment to at least one member of a poor family in rural India) was launched in 2005, there were many sniggers about its intent and implementation. But the 2009 Lok Sabha elections clearly revealed that a brand can actually ‘buy’ consumer loyalty.

One of the reasons for the pan Indian upsurge in support for the Congress in recent times – despite anti-incumbency and many instances of poor governance – is the powerful message that the NREGS has sent to hundreds of millions of potential consumers (voters) across India. So what if a few instances of improper implementation of NREGS have come to light, consumers in Indian villages have realised that no other rival brand offers the value proposition that the Congress does through NREGS. The principal rival BJP has tried hard to resurrect a tired old slogan called Hindutva; but the voters decided that bread is certainly better than manufactured faith.

Do not underestimate the power of NREGS to ‘buy’ and sustain consumer loyalty. An impoverished family escaping starvation thanks to the scheme might well become a loyal consumer (of the scheme and therefore the Congress) for at least one entire generation. No wonder marketing strategists of India’s oldest political brand (of course, the Indian National Congress) look so cocky!

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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.

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For Exclusive Footage by Sunday Indian Click Here

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Another cellular Armageddon... ...but will MTS find its place?

2010-04-16T15:57:00.001+05:30

IIPM: An intriguing story of growth and envy

So, to make its presence felt, MTS is doing what most new operators are resorting to – offering freebies and tariff cuts. The philosophy is to entice new customers through freebies and make them experience its network so that they stick with it. “We are offering certain revolutionary pricing packages to the consumers like the minute millionaire scheme apart from the full talk time on every recharge above Rs.10 and all of these have been very well received in the market so far,” avers Lenny Musatov, CMO, SSTL. And the strategy seems to be working for them so far as the company was able to garner its first 1 million subscribers within just 10 months of its launch in September 2008. In fact, it went on to double its subscriber base to 2 million in another 3 months (by September 2009) making it grow by a whopping 16.8% on a month-on-month basis. The company believes that as it continues to add more circles, the growth story would get only better with time.

However, MTS realises that living up to this challenge would not be easy as the Indian market is quite diverse with each circle having its own set of challenges. For instance, the latest circle that MTS has added (the Delhi NCR) to its kitty is quite different in terms of usage pattern and penetration level than the circles that it was earlier operating in. “To address the needs of Delhi market we now have more high-end handsets and will be looking at getting more smartphones that offer facilities such as live TV” agrees Lenny.

But, as MTS offers wireless services based on the CDMA technology it’s able to offer better data speeds as opposed to its GSM peers. However, what’s important to note here is that CDMA still has not been able to pick up well in India. Both Reliance Communication (RCOM) and Tata Teleservices (TTSL) that had started off as CDMA services providers have now moved into GSM services as well. So, does MTS too feel the need to get on to the other side of the wall?

Not quite, on the contrary MTS seems quite content with its decision despite the fact that it’s the only operator in the country to rely on CDMA technology for growth. In fact, it’s only company in the world to have adopted the 1X advanced technology for CDMA (which is the 3G for CDMA operator). “It makes sense for MTS to concentrate on CDMA as unlike RCOM or TTSL it’s relatively new. It makes no sense for it get into GSM as of now. Further, as MTS would be touting more on the data usages therefore it would be better if it sticks to CDMA technology as data capabilities are always better on this platform,” reasons a telecom analyst.

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.

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Ad revenues@www?

2010-03-22T12:52:00.000+05:30

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

it happened in denmark about six months back; and repeated itself in UK, the world’s fourth largest economy. We are talking about Internet ad-spend overtaking TV ad-spend for the first time in UK. As per a report by PriceWaterhouseCoopers and Interactive Advertising Bureau (IAB), where on one hand, Internet advertising spend touched £1.75 billion (having grown by 4.6%), the ad-spend on TV fell by 16% to touch just £1.6 billion. This being great news for online advertisers, website hosts, social networking entities et al, the question is whether this phenomenon can be repeated in a developing economy like India. In this context, it is imperative to remember that online advertising in developed economies are a direct result of the high penetration, fast and cheap broadband, and the quick acceptance of new formats such as video adverts. But, despite Internet fast becoming a strong media vehicle in the country, today, we can only boast of 38.5 million Internet users – not enough to push advertisers to spend more on the Internet than on TV 30-second spots. Even the forecasts by KPMG testify the same.

Advertising over Internet during the year 2009 is expected to touch just Rs.8.4 billion, while the amount sidelined for TV ads is predicted to touch Rs.88.2 billion. So there is where the question comes in – how about a few years later? Certainly speaking, in terms of growth figures, Internet advertising looks more handsome, with a CAGR of 27.9% (between 2009-13) vis-à-vis TV ad-spend, which is projected to grow at just 13.5%, however in terms of absolute amount spent, advertisers will still maintain a higher focus on TV, with expected ad-spend during 2013 to be Rs.155.5 billion, than on the Internet where only Rs.21.4billion is expected to be spent by the advertisers. Translation: In India, TV and traditional media vehicles will reign longer!

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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.

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For Exclusive Footage by Sunday Indian Click Here

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IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

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IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
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FESTIVAL FETISH

2010-03-02T12:50:00.000+05:30

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

You’ve seen the advertisements, you’ve seen the promotional campaigns, you’ve seen the marketing blast too – but is the festival season just about price discounts? Well, that too; but too much more! 4Ps B&M gives you this cover feature on how retailers and traders are the new kings and why auto manufacturers are not plumping on the price mistress this season to attract the vicarious customer!

You’ve seen the advertisements, you’ve seen the promotional campaigns, you’ve seen the marketing blast too – but is the festival season just about price discounts? Well, that too; but too much more! 4Ps B&M gives you this cover feature on how retailers and traders are the new kings and why auto manufacturers are not plumping on the price mistress this season to attract the vicarious customer!

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!

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Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
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Maruti Suzuki is still the most trusted brand in the Indian automotive industry. Pawan Chabra gives an account of its acts...

2010-02-19T11:28:00.000+05:30

IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

One cannot deny the truth that the Indian consumer still trusts the brand Maruti Suzuki more than its counterparts in the country, when it comes to purchasing a new vehicle. In fact, many experts even claim that the positioning of the company in the late 1980s of being a “people’s car-maker” is still helping Maruti Suzuki to drive its sales ahead. But quiz Shashank Srivatava, CGM- Marketing, Maruti Suzuki, on how the company has positioned itself over the years and he says, “Before the economy opened up, it was one era for the Indian automotive industry and so for Maruti Suzuki. But after liberalisation in 1992, the scenario became altogether different for the industry.” However, of late, there has been a visibly dramatic change in the positioning of Maruti, and this has been a vital factor for its success. With the launch of products like Swift, A-star, SX4 and the recent entrant Ritz, the company has shown India and the world that it is even capable of treading down a more aggressive and technologically intensive path. What’s interesting though is the fact that despite this change in the past couple of years, the image of being a people’s car maker is sill associated with the brand. How have these two positioning quotients gelled together to make Maruti Suzuki a valuable brand in India is the question here.

The tag of a people’s car maker is generally considered as a “cheap car maker in India,” says Srivastava. Considering this, the company has rightfully moved away from the same to an extent, keeping in mind the tactics involved in market segmentation game. In fact, Maruti has done a lot, stitching and knitting to stay right atop the Indian automotive industry. From a time, when the consumer could not think beyond an Ambassador or a Fiat brand, the company launched a Maruti 800 which was an instant success in the country. The smooth ride continued with the launch of products like Zen and Esteem. But on the way, the Maruti logo was replaced by the Suzuki logo on the vehicle, “which clearly signified superior technology,” added Srivastava. Moreover, the company also altered its approach when it comes to reaching end-consumers. In the past one year, Maruti Suzuki, took the dotcom route in a big way to stay close to the consumer’s heart and ensured that the company remains the most valuable brand in the Indian automotive industry.

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

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IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes
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KS Oils Ltd.

2010-01-29T16:44:00.000+05:30

IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes

Entry Price: Rs.53
Target Price: Rs.64
EPS: 6.3 (FY10E)
P/E: 8.4 (FY10E)
Time Duration: One year
Rationale: KS Oil’s focus on branded products has enabled it to maintain high margins. Further, the backward integration measures ensure raw material supply. The company is also constantly in the process of expanding its capacity, which is expected to drive its growth going ahead.

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Source : IIPM Editorial, 2010.

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

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And now its 2009…

2010-01-16T15:13:00.000+05:30

Sitting tight at his work office in Chennai, C. K. Ranganathan (or CKR as he’s lovingly called by his friends and colleagues) is giving a fair bit of thought to the next big leap for his carefully nourished FMCG gambit CavinKare. In as much, the Rs.700 crore company is poised at a crucial inflection point in its history today. Having already dug its tentacles in regional markets and won the confidence of low-income consumers, CavinKare is now mulling its next step, which includes pan-Indian forays for some of its businesses and even bringing in some SEC A consumers within its fold. Says an enthusiastic CKR, “We are making efforts to be seen across categories. And you’ll see that in another decade, we’ll be an HUL in the making!” CKR ambition is for CavinKare to soon “become a Rs.5,000 crore group.”

It’s not just empty posturing. Peep into his detailed roadmap for achieving that target, and you realise that his ambition is neither inflated nor overrated. CKR believes that the key to CavinKare’s growth is the slew of brands in its kitty, which have a tenacious stranglehold in regional markets, spanning segments like shampoos (Chik, Meera, and Nyle), fairness cream (Fairever), deodorants and talcum powders (Spinz), masalas and ready mixes (Ruchi, Chinni’s), hair colours (Indica) and toilet cleaners (Tex, Topp Mopp). Not only that, he’s also taken his brands in select overseas markets, with a particularly strong presence in Nepal, Bangladesh and Sri Lanka. Today, says CKR, CavinKare boasts a market share of 24% in shampoos, while Fairever has a 7% share in the fairness cream segment. Going forward, it is this strength that CKR hopes to exploit in his growth pursuit. “Most Indian companies simply leverage one parent brand. That is the weakness of Indian companies. They are afraid to create more brands thinking it will cost big money. But look at us, we have dozens of brands and all are growing healthily and we are even able to fund their growth,” explains CKR, adding that the company is now raring to “grow inorganically” and while he refuses to take names yet, he promises we’ll hear about new acquisition plans soon enough.

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).

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Fun for you, but they mean business

2010-01-11T15:39:00.000+05:30

Ramanathan avers, “We are a company that is totally focused on domestic tourism. That is why we are in a way safe from global recession. Although we lost in the third quarter of last year, we covered it in the fourth quarter by focusing on customers, who have not been affected much by the slowdown like doctors, lawyers et al.” This can be well substantiated from the fact that almost all resorts of the company witnessed an occupancy rate of around 75% last year (69% members and 6% by non members). The company even successfully rolled out is Initial Public offer (IPO) last month for the expansion of some of its resorts and setting up of new projects to support its expansion strategy.

So is it all so good with MHRIL? Well, not exactly. There are few issues encompassing the credibility of the company. And the first one comes from its membership agreement. It is a long service obligation on part of both the company and its customers as the membership duration lasts for as long as 25 years where in the admission fee (60% of the total cost) and the entitlement fee (remaining 40%) needs to be paid on EMI basis. This is not only a burden on the part of the consumers for a quite elongated period, but also an obligation on the company to maintain its resorts for that stated time. The second problem for the company comes from the issue of demand seasonality and dependence on travel industry. Explains an industry analyst from Angel Broking, “The company relies on discretionary spending by consumers, which is a lot vulnerable to economic cycles.”

Meanwhile, in order to expand their portfolio now they are even looking at branding of their Spas, ‘Swastha’, so that it can be extended to cities as well. But how will that be possible when the company does not even have a pan India presence? Well, Ramnathan answers, “Currently we have around 23 resorts, but we have bought land in many parts of the country. Our focus will be to grow in India.” Presently MHRIL has resorts in the west and northern India only. Thus the challenges are humongous, but then that does not stop Ramanathan from dreaming big for his company, at least not at a time when the travel and tourism industry is set to contribute 8% to the Indian GDP.

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.
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Why does India matter to HTC?

2009-12-17T15:26:00.000+05:30

4Ps B&M: How is the smartphone market in India shaping up and how are you placed in the same?
JT: Well, right now, India is the ideal market to be introducing smartphones in, as the market is growing quite rapidly and there is a strong demand for the phones that enable people to do more than just talking. HTC is a strong player in terms of data capable devices and we believe that the market would keep growing given the fact that 3G would be launched shortly in the country. As a matter of fact, we are quite bullish about the entire APAC region and India is a very important market for us in this region.

4Ps B&M: What are the other devices that would be offered by HTC in the immediate future? Any plans to get the second Android phone in soon?
JT: Well, we are looking at launching many devices that we have in the international market, in India too. You would see some of them shortly. But how many of them would be launched would depend on the market performance and the response our existing devices get. As for the other Android devices, that too would depend upon the response for HTC Magic and the market behaviour.

4Ps B&M: What sets apart HTC devices from all others in the market?
JT: Well, we may not have as many devices as some of our competitors, but we do have a robust portfolio in the segment we operate in and our strength lies in not the number of devices that we offer but the ease of use and innovations that we are able to offer to the end consumers. We don’t believe in packing features, but add things that would be relevant to the customers and make his mobile experience faster or simpler or both.

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.
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GLOBAL CAMPAIGN - FACT OR FICTION?

2009-10-26T12:49:00.000+05:30

IIPM, GURGAON

Do our Ad guys agree? Sanjay Nayak, the Delhi-based President of McCann, believes this is a debate that will continue forever. “It’s like this. If basic human needs – food, shelter, incomes, relationships – are addressed in an imaginative way, then there is little scope for confusion and conflict.

However, there are products and services which, despite a strong central idea at the core, need execution that embraces local sensibilities. Glocal would be a more appropriate approach, I think.” Priti Nair, the dusky Managing Partner at BBH, agrees. “Think Global – Act Local remains my signature mantra! No matter how ball-bustin’ the creative idea is, unless it is coloured, infused and dipped in local nuances, it’s unlikely to rock! Take the classic case of DAAG ACCHE HAI. The basic brief DIRT IS GOOD – which came from the West – had a completely different connotation and one we couldn’t possibly plug in a country where mothers go bonkers cleaning their kids’ clothes. We had to fuse charm with logic and sell the idea that if the cause is good, dirt is okay.” Santosh Padhi – Paddy to the Adbiz – is up next with his take. He believes it all depends on the category. “If it’s something like Jeans and the target is youth, then global is definitely possible because of basic shared concerns. Youth everywhere, share the same anxieties about growing up, relationship with parents, conflict with school, establishment and authority, love, future… if one can strike at these strands, then chances are, they will succeed. However, as Priti pointed out, in most cases, local renditions are a necessity because it’s this local flavour and insights that are the main connectors.” Agnello Dias (Head honcho of TAPROOTS along with Paddy) reckons that if a campaign manages to address its constituency, across the board, effectively, nothing like it. It saves everybody from the trauma of cross-over and big buck expenditure… and that’s the main reason for the existence of a global campaign. One doesn’t have to, repeatedly, do localised versions, in every port of call. “Unfortunately, most people go about it the wrong way. It can never be done by design. One has to see how it holds up against different cultures and accordingly adapt – or if necessary – do fresh work that embraces the local milieu. Nike is an outstanding idea of cutting-through work that resonates, globally, without problems because it (consistently) simply, imaginatively and powerfully celebrates their iconic JUST DO IT spirit for different markets in a manner that is understood locally. It is global brand-building at its best,” avers Dias.

At the end of the day, universal truths remain universal truths. If conventions exist everywhere, so does creativity and the challenge is to recognise, understand and endeavour to connect with the growing plethora of opportunities in a shrinking world. Ultimately, the final truth that defines human communication remains writ in stone… If you really want to talk to millions of people, learn how to talk effectively to one. The rest will come naturally.

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.
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A SWIFT DZIRE to climb the Rural band WAGON

2009-09-01T11:26:00.000+05:30

IIPM Admission Detail

The cumulative impact of all these keen strategies reflect directly on Maruti Suzuki’s financial results for the last fiscal. They took everyone by surprise when they posted mind-boggling revenues of Rs.20,852.52 crore for the year ending March 2009, registering a 16% increase as compared to last fiscal. Despite a 30% dip, Suzuki also posted a cool Rs.1218.74 crore as net profit, way better than its counterparts. In absolute sales too, at 3.6% the company sold lesser than expected, but analysts believe the growth to be decent keeping in mind the hit that the sector has taken in recent times. Industry watchers go so far as to claim that parent company Suzuki Motor Corporation, Japan has been able to avoid losses for the Jan-Mar 2009 quarter simply on the back of the boost given by India’s sales figures.

Given the praise and glory that is coming the way of Maruti Suzuki and the strategies it adopted to deal with falling demand, it was inadvertent perhaps that the company would continue to enhance its focus on these same strategies in at least the near term. And here’s how the company is planning to further cash in on the rural opportunity. For starters, the sheer number of RDSEs are going to go up and so are the number of outlets in rural areas. Says Shashank Srivastava, Chief General Manager (Marketing), Maruti Suzuki India, “We will be hiring in the rural areas very aggressively this fiscal,” adding that the company is hoping to lift the rural contribution to total revenues (from the present 9%) to 15% by the end of this fiscal. Of course, requirements in the rural and semi-urban areas are very different from that of the urban market and the company is expecting higher sales for its entry level vehicles in these markets. The bid is clearly to play the volumes game rather than spruce up margins and profitability by offering high end products like a Vitara or a SX4 in these markets. “We are open to meet any demand that comes from rural areas,” points out Srivastava. As any true blue marketer would, he is betting on upping the marketing blitz at the time of crop harvest or when “the farmers have money to purchase a new vehicle,” he explains.

Perhaps Maruti Suzuki’s unexpected announcement of not phasing out the popular 800 is a well-thought out decision to cater to the rural and semi-urban markets. Auto expert Tutu Dhawan explains, “They’ll probably remove the 800 from urban centres and sell the entry-level model in rural areas only where its demand will be high.”

There’s more cooking! The new-found potential that they have discovered in the hinterlands is prompting the marketing brains at Maruti Suzuki to double their number of outlets in rural India. As of now, rural India has 231 outlets out of its total 680 outlets - a 35% share. Two years hence, the company intends to jack the number up to 450 outlets in rural India, out of the planned total of 1000 outlets - an almost 50% representation. If that is not indicative of Maruti Suzuki’s rural ambitions, what is? The expansion is largely being led by offering small rural dealerships to existing urban dealers and hiring the educated local residents, so that an easy connect can be made with the target segment. Going forward, experts believe that other auto players – Hyundai, Tata Motors – are also likely to enter the rural markets very aggressively. But once again, Maruti seems to have captured the first mover advantage!

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).

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On pleasures of having fun!

2009-08-19T16:35:00.000+05:30

IIPM Best B-school

Brand: Hero Honda Pleasure
Agency: FCB Ulka

By telling boys to take a backseat and girls to take charge, this campaign carried a strong message for its target consumers. It enabled Hero Honda’s Pleasure to jack up its sales in the category, despite being a new entrant. Rival TVS Scooty’s share fell by 3% and within a year Pleasure captured 9% of the scooty market. Big boys at HH seem to be having some fun!

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

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J. THUNUGUNTLA, EQUITY HEAD, SMC CAPITAL

2009-07-28T12:49:00.000+05:30

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1. Fevicol’s ad campaign
2. ‘We also make steel’ campaign from Tata Steel
3. Hutch’s ‘Where ever you go our network follows’campaign
4. SBI’s ‘Pure banking nothing else’ campaign
5. Bajaj’s ‘Hamara Bajaj’ campaign

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

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Who say’s grisly is not funny? Ask Gati...

2009-07-28T12:47:00.000+05:30

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Brand: Gati
Agency: Enterprise Nexus
The big idea was that here’s a courier company that would deliver ‘anything, anywhere’ – a grand promise at a time when India’s courier service category itself was barely organised. The storyboard talked of ‘delivering’ even to a man committing suicide. Macabre but laced with humour! The campaign re-positioned Gati as a delivery expert and changed the ‘boring’ perception of courier service companies.

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

For More IIPM Info, Visit below mentioned IIPM articles.
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‘Tax’ing days... ...are here again

2009-07-14T11:55:00.000+05:30

IIPM only B-school in India to be Ranked Ahead of The IIMs in so Many

It’s time to file tax returns. A simple task for some, but for most – a complicated, convoluted and totally bewildering exercise. Manish K. Pandey lists out a few essentials to make the job somewhat easier for the latter...

Once again, it’s that time of the year when we see most of us standing at a familiar annual juncture, scratching our heads and scribbling figures on little post-it notes. It’s the time that reminds us of the hefty price that we need to pay every year for earning our livelihood. And as the financial year ends we know we can’t run away from it any more. Yes, it’s time once again to file your income tax returns. You can crib as much as you want, but you can’t escape it! Here are a few things that can help you in simplifying your own financial karma...

Who need to file the return?
Filing of tax is compulsory for every individual whose gross total income is under the five heads of income (salary, house property, business, capital gains and other sources) before allowing for any deductions such as insurance premium - exceeds the basic exemption limit set by the income tax department. For the assessment year 2009-10, while the threshold limit for men stands at Rs.1,50,000, for women it’s Rs.1,80,000 and for senior citizens Rs.2,25,000. Apart from this, individuals in occupation of an immovable property exceeding a specified floor area, whether by ownership, tenancy or otherwise, as may be specified; or is the owner of a motor vehicle other than a two-wheeled motor vehicle; or is a subscriber to a cellular phone; or has incurred expenditure for himself or any other person on travel to any foreign country; or is the holder of a credit card, not being an “add-on” card, issued by any bank or institution; or is a member of a club where entrance fee charged is twenty-five thousand rupees or more, is liable towards filing of the tax return.

Selecting the correct form
In fact, this is the first step towards filing a tax return. Many times it happens that the IT Department changes the forms of return in the middle of the year which increases the chances for mistakes by an individual who is filing the return on his own. Moreover, there are about eight forms of return notified by the tax authorities, out of which only four are applicable to individuals. Therefore, selecting the correct form and that too latest one is of utmost importance.
What else do you need to furnish?
Though the obligation to attach supporting documents along with the return has been done away with a long time back, one should still not commit the blunder of thinking such documents debris. All documents used for calculating income-tax, such as Form 16, bank statements and advance tax receipts need to be potted as they might come handy if assessing officer calls in for a scrutiny to verify the authenticity of the details furnished in the form.

Precautions while filing the return
Make sure that interest from bank deposits or NSC certificates, no matter how small the amount is, have to be disclosed in the return. One must not make the mistake of skipping interest income on the basis that it is not shown in Form 16, as in many cases, it might land the tax payer in serious trouble.

Further, utmost care should be taken when the income of spouse or minor child is being clubbed with your income. Also make sure that deductions under section 80 have been fully utilised. This can save an individual from a situation where he ends up the financial year just scratching his head and paying up more than he was actually obligated to.

Moreover, be cautious while calculating surcharge and education cess. It needs to be noted that while surcharge of 10% is not required to be added to the tax if the total income does not exceed Rs.10 lakh, education cess (at 3%) should be added to the amount of tax even if the total income is less than Rs.10 lakh.

Last but not the least, double check all key informations like PAN number, bank account details, communication address, et al. In case of a refund, the bank account number needs to be filled in accurately.

How to file the return?
There are two alternatives - you may either file the return by using the traditional paper form and submitting it at the nearest income tax office yourself (you can even hire a financial consultant to do it for you), or you may file it electronically over the Internet through sites authorised by the Income Tax Department (for instance, sites like Taxspanner, Taxsmile, Taxshax, et al). You can use either of them depending upon your knowledge and of course convenience!

What if you don’t file tax return?
Yes that’s an option as well! But that’s going to cost you a little more... So in case you opt for this option, be prepared for the following consequences:

Under the tax laws, a tax payer is not allowed to carry-forward any loss ((like loss on house property, short-term capital loss, et al) for being set-off against the future incomes unless the return has been filed by the due date even though all taxes have been pre-paid.

If while filing, there is any unpaid amount of tax, you will have to pay a penal interest at the rate of 1% per month. Moreover, a penalty of Rs.5,000, in addition to the above consequences, can be imposed by the Tax Department. In fact, in certain cases, you may even be liable for prosecution for not having filed returns with the intention of willful tax evasion.

So, as you know all details now, go ahead and file the return with a big smile this time! Oh, don’t forget to do it before July 31.

Manish K. Pandey

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

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OH! DON’T WORRY. ZEBRAS AND DEER CAN CHEER TOO!

2009-06-25T16:49:00.000+05:30

Shahrukh khan to Host IIPM 4Ps Annual Business and Marketing Quiz

A few weeks ago when IPL czar Lalit Modi first announced the IPL-2009 schedule at Mumbai, the atmosphere was electric. Everyone thought that the cricket gala in India would wipe away the gloomy economic sentiment. But after many twists in the tale, the cricket extravaganza landed in South Africa. A truly domestic tournament of India, in an untruly international arena!

Before the Election Commission of India announced the five-phased General Election schedule, IPL-2009 looked like a perfect dream. On the basis of the success of IPL-2008, this time, the anticipations were high. Lalit Modi confidently declared: “IPL is completely recession-proof.” Aware of the drawbacks of the Indian cricket administration, he thought that copying the European Football League model will change the entire scenario of Indian cricket administration. Modi felt that IPL would become a completely “political-proof sports model.” To an extent, after the first successful season of IPL, everyone thought that the model is fool-proof. But it was not to be!

No sooner than Modi & Co. announced the dates for IPL’s second season, the Union Home Minister P. Chidambaram dropped a bombshell. He said, “We can’t give security to both General Elections and IPL together. So, it’s better to postpone the event.” That bombshell shattered the perfect IPL dream, converting it into 177 hours of uninterrupted television package of ‘family entertainment’. Statements and counter statements flew across 24-hour TV news stations, reflecting the true colour of Indian politics. During the negotiation period NCP chief (and former BCCI President) Sharad Pawar, BJP’s Arun Jaitley, Congress’ Rajeev Shukla... every politician warmed his hands in the cricket cum political bickering. At the end it became General Elections versus the IPL.

Speaking on condition of anonymity, a former captain of the Indian cricket team told 4Ps B&M that the nation could have easily hosted both, the elections and IPL together. “But in our country, politics always rules and everything else becomes secondary. I know the elections are of utmost important. Even though I strongly feel that we could have held both together with little bit of adjustment in the IPL schedule. In doing that, we could have told the world that India is not Pakistan or Afghanistan. India is a safe country. But now it looks like we are almost at par with Pakistan as far as internal security is concerned,” he bemoans.

A final consolation for Indian cricket lovers arrived in the form of IPL-2009 in South Africa. According to BCCI’s Honorary Secretary N. Srinivasan, IPL’s commitment to loyal fans will remain the same, courtesy live telecasts of all matches. On 24th March, at 8:53pm, much before the official press conference at South Africa, an official e-mail from BCCI landed in the mailboxes of India’s top cricket writers, confirming that South Africa will host the tournament from April 18th to May 24th. A few minutes later, another email arrived with the joint statement of BCCI and ECB. In that Srinivasan clarified that “the climatic conditions in England during mid April and the absence of permanent floodlights at many of the venues made South Africa the better option for a tournament at this time of the year.”

On the other hand, in an exclusive interview with 4P B&M, ICC Chief Executive Officer Haroon Lorgat said, “Safety and security is paramount and the IPL is a domestic tournament run by the BCCI. If the organisers and the Indian government are unable to reach a compromise to allow the tournament to take place with what are deemed to be the necessary levels of security, then those organisers will do what is in their best interests.”

But he categorically said, “From the IPL’s perspective, it is not an ideal scenario to shift the tournament overseas.” The ultimate truth from the horse’s mouth itself! IPL in India is a truth. People of India would have directly felt the heat and dust of the lively tournament by supporting their teams on their home ground. Whereas IPL in South Africa is a glorified myth. All thanks to the shameless politicians and politics in India. By the way, did you know that ironically South Africa itself is going in for a general election? It is scheduled to start sometime in April end, a few days before or after the planned start of the IPL in that country! Where next?!?

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.
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For fools dare where angels fear to tread... uh, until a slowdown that is

2009-06-03T16:05:00.000+05:30

Savreen Gadhoke does an expose on how the erstwhile knight templars of core competencies and niche positioning are quietly sneaking through the strategy alley trying out previously untouched strategies!

February 2008: Tiffany & Co., the jewellery and specialty retail store operator, was going through a rough patch. Mirroring the past few months trends, even January ‘08 sales did not come up to expectations and Tiffany was facing the heat of fall in consumer spending. It seems honchos at Tiffany, touted as a premium luxury brand, had already had a premonition that the figures for the upcoming quarter won’t be anything to write home about, unless they thought of a strategy to improve their customer base and explore alternative retail formats. That’s when Tiffany, for the first time in history, moved away from its premium positioning and announced the opening of its first small-concept store in California that sold none of its $1,48,000 priced diamond necklaces; but instead focused on less expensive products like its $200 and lower priced silver jewellery. Their prediction was right; net income for the quarter ending March 2008 had slipped 45.5% (as compared to the previous quarter) and stood at $64.4 million dollars. Not surprisingly, the year saw Tiffany opening up more ‘lower-priced’ stores across the world. The global economic meltdown has been tough not only for specific retailers but also for sectors across the board. Tight liquidity, rise in input costs, and most importantly the fall in consumer spending, have forced multinationals like Tiffany to adopt strategies that they had earlier sacrilegiously abstained from!

If Tiffany was a move down the price slope, Coach (the leading American designer & maker of luxury lifestyle handbags & accessories) did the reverse. After experiencing regular significant declines in its sales figures, Coach decided to move away from its mid-segment positioning and decided to go the premium way by converting 40 of its 300 stores into a more upscale format that offered high-end luxury designer bags and premium concierge services. Again, a first-time strategy in times of a slowdown. Chucking its 20-year-old ‘invincible’ slogan of ‘Always low prices’, Walmart not only unveiled a new slogan of ‘Save money, live better’, it also jumped into heavy advertising (which has never been the case with Walmart) and, starting from the year 2007, pumped in a smashing $835 million into advertisements – its highest ever.

If at an international level, companies are not hesitating to explore new avenues and adopting tactics to enhance their revenue streams, then in India too – despite the slowdown hitting domestic markets much lesser – multinationals are going all out, either attempting innovative techniques or even dramatically shifting away from their core competencies, to attract untapped customers to improve their top and bottomlines. In fact, various companies have already altered their positioning in the market place.

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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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So, we ‘mate’ again!!!

2009-05-25T11:39:00.000+05:30

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In the negatives though, Chrysler is in shambles at the moment. The company has been losing money like no body’s business and a quick remedy looks bleak. The third largest Detroit behemoth lost 30-35% of its sales in the entire 2008 and according to news reports, lost a whopping 55% in January 2009 alone! 62,159 units were sold in the first month of the year 2009 as compared to 137,400 units sold same time last year. A substantially lower demand from fleet customers and sports- car buyers (order-book for the Dodge Viper were 4 units in the month of January) is the cited reason for this terrible shortfall, as per the company. Recently, President of the company, Jim Press, had called a conference for Chrysler’s 3,300 dealers nationwide; and only about 2,400 turned up. Chrysler staff had requested its dealers to pump up their orders to save the company and themselves; “You have two options, either you help us now or burn us all down,” said Press as per reports. According to sources, Chrysler apparently wants its dealers to increase their monthly demand to 87,360 units from the current 78,000. The extra 12% are necessary for the company to prove its future viability in order to qualify for the bailout package; failing which will be catastrophic for Chrysler and thousands of American workers.

As an anomaly, the sales of petrol powered Jeep Wrangler and Jeep Grand Cherokee improved by an insignificant but impressive 4%! This is totally against the logic of a growing temptation for fuel friendly cars and more in line with Fritz Henderson (GM’s President), who once told 4Ps B&M, “The crises for the automotive industry was not started by the SUVs, they are still large contributors in US auto sales; the bursting of the housing bubble is the main cause of this mess.” As double entendre’ are making a sound analysis difficult, it may be concluded that Chrysler is in a fix. On one side it wants to make it big on the back of imported technology and technical know-how and on the other, it does not wants to quit its image as a manufacturer of class friendly cars like the Cherokee and Viper. It is in the best interest for Chrysler to change its brand perception and be known more as a manufacturer of fuel efficient, value added cars, for the portal leading to revival is closing very fast indeed.

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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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Another Meiji Restoration!

2009-05-08T12:55:00.000+05:30

In order to get the better of eachother, these player have crafted very different strategies with their new planes. While Boeing’s (B787) strategy revolves around jets which can be easily accommodated and can fly to any destination, Airbus (A380) bets on transportation between two large centres with maximum load and focuses on a maximum inventory utilisation strategy. Boeing is betting big on the Dream liner 787 and hopes that it will turn the table in its favour. The manufacturing for the 787 was started after signing a deal worth $6 billion for 50 firm orders from All Nippon Airways of Japan. With an estimated cost of $8 to $10 billion per piece, the 787 is targeted at the twin engine, medium to long-range market segment, with a capacity of 200-300 passengers. The good news for Boeing is that with the increasing demand for the Dreamliner, its production line is now fully booked until 2015! “Our assumption is that demand for the newly launched aircraft models, such as the Dreamliner, will exceed supply for the foreseeable future,” supports Englund. With the A380, Airbus is already meeting its expectation. The aircraft has already been introduced with the Singapore Airways and Emirates among others. As per latest news, Airbus has 198 orders for the A380 from 16 customers. Apart from the A380, Airbus on its part also unveiled the blue-print of the smaller A350, which will compete with Boeing’s 787 directly. The planned A350 is being developed as an upgraded and more advance derivative of the existing A330-40. With an enhanced new wing, more fuel-efficient engines coupled with other new technologies, the A350 is ready to take the game forward. The development cost for the prototype is estimated to be $5.3 billion. In 2008, Airbus added 163 net orders and 16 customers to its already high launch customer base, culminating in a total of 478 net orders from 29 customers. As per an Airbus report with 4Ps B&M, in 2008, the A350 enjoyed a majority 64% orders, compared to rivals (read: Boeing).

“Looking at the order backlog at the end of 2008, Airbus and Boeing are equal (3,715 aircraft in backlog versus 3,714). If one looked at the dollar value of the backlog, I would estimate that Boeing is in the lead given the large number of orders it has for the 787,” explains Fraser putting a new argument. But Airbus has been able to register a 7% rise in deliveries to a record 483 planes during 2008, while Boeing - hit by a machinists’ strike - saw its deliveries fall by 15% to 375 planes. In terms of market share, Airbus is definitely leading at this time, but discounting Boeing would be a mistake. “In prior years, Airbus beat Boeing in terms of deliveries, but by modest amounts. We forecast that Airbus will edge Boeing in deliveries by only 5-10 aircraft,” predicts Fraser.

It is clear that apart from each other, these players also need to be cautious about emerging market dynamics. In these difficult times, both are facing major cancellations of orders from various airlines in the wake of the global liquidity crisis. Airbus has already recorded a sales fall of 42%, Boeing has had a fall of an even larger 53%. Looking at the scenario, one thing is for sure, the Samurai who makes the first and most feasible move to counter the ‘crisis of confidence’ will emerge as the reckoning force in the long run. Now could be the time to look for another Saiga Takamori!

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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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Life@Satyam: Seeking divine intervention

2009-04-08T17:37:00.000+05:30

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They have their loyalty for the beleaguered IT company on one side and concern for the future of their livelihood on the other 4Ps B&M’s Naresh Nunna steals a look at the plight of Satyam employees caught between a rock and a hard place...

Tiny ancient temple of Lord Venkateswara in Chilukur village on the banks of Osmansagar lake at the outskirts of Hyderabad is being thronged with devotees, following the ‘confessions’ of Satyam’s Ramalinga Raju. Are majority of the devotees Satyam’s investors? Promoters? No, they are Satyam’s employees! Seeking God’s super personal generic exemplification during testing times may not a surprising gesture. But, why Chilikuri Balaji? Because Chilukuri Balaji, is considered to be IT-friendly. Most of the techno-savvies have been seeking divine intervention of Chilukuri Balaji in getting jobs, particularly overseas visas.

“Satyam episode is definitely a bolt from the blue, as IT sector is concerned. It flared up the existing market upheaval, caused by world-wide recession,” facilitator and consultant, Challa R. Phani told 4Ps B&M. With the global slowdown already putting the brakes on India’s $50 billion IT industry, jobs were difficult to come by, he added.

Besides the lavish lifestyle they lead in posh localities like Banjara Hills and Jubilee Hills, the home and other loans they have taken put them under tremendous tension. Thus, scores of employees had begun sending out their resumes to job portals and to other software firms. It is known that about 15,000 employees of Satyam have sent their CVs to placement companies and job portals during the last two days. Fearing trouble, more than 200 employees have also resigned during the last 3-4 days. A project manager at an international IT services firm said he had received about 4-5 frantic calls from Satyam managers, asking for jobs.

The shell-shocked employees inside the premises of company’s sprawling headquarters at Hyderabad were discussing in groups on the awful developments, the uncertainty and future plans. But they avoided the media on the instructions of their higher-ups. “How would you feel if you were in my position?” said one employee, while being reluctant to speak to the media, which is creating ‘mountains out of molehills.’ They are not only furious with the media for its ‘cock and bull’ stories, but also on off the cuff remarks made by IT bigwigs, like Infosys’ Narayana Murthy, who ascribed Satyam and its employees tainted, while ruling out the possibilities of taking over it. “We sincerely feel we are being subjected to such a harsh action out of no fault of ours,” an employee told 4Ps B&M, protesting the comments of Murthy.

Sudheer Pakanati (name changed) had prepared to settle for a smaller pay packages. “In fact, I applied for Wipro long back to the events of ‘horrifying magnitude. I was offered an annual package of Rs.4.5 lakh. But, now they asked me to join for 40% lower than it,” he told 4Ps B&M. And, if I stay with Satyam there will always be nagging worries about their salaries and their future, he said. A selected trainee- programmer, who has been waiting for his date of joining, felt happy with the developments. “I would have been tied in this fraudulent company because of the bond. There would have been no option left for me. Thank God I am saved,” he said with a sigh of relief. Others too are choosing to pursue different options: a developer who has been with Satyam for seven years said he had been planning on taking a break to do a Ph.D. Some of the stunned employees of Satyam are venting their frustration over the situation and future prospects in portals like Facebook, Orkut and Twitter.

But according to echelons of Satyam, the situation is not that bad, as being portrayed. Besides an amount of Rs.2,500 crore to get from clients, new projects worth more than Rs. 2,000 crore from Railways and BSNL are presently in Satyam’s kitty. “If the employees go with the business, I reckon 55-60% of the employees will find work,” an echelon told 4Ps B&M under condition of anonymity.

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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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Are you smarter than a fifth grader?

2009-03-26T12:31:00.000+05:30

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From street promotions to online games to even launching an ice cream flavour that could make you smarter was adopted by Star Plus in order to promote their new quiz show – Kya Aap Panchvi Pass Se Tez Hain, with Shah Rukh Khan as its host. The idea was to create buzz around the show and make viewers familiar with its format to ensure that they feel that this is one show that they cannot afford to miss. All efforts were to make this one a greater success than Kaun Banega Crorepati. Although the show could not get decent TRPs, it paved way for future telly shows to adopt more innovative viral marketing campaigns.

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

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As if the debacle with financial services and auto sector wasn’t enough, here’s another one: Retail.

2009-03-17T12:58:00.000+05:30

With Circuit City filing for bankruptcy, one wonders who’s next by Pawan Chabra

They say that developing countries like India and China need to maintain steady economic growth of 7-8% to lift millions out of poverty. Unfortunately, for countries like US, who are staring at prospects of economic degrowth, the challenge seems to be with respect to millions that are not in poverty yet. The challenge increasingly would be how to keep them there; as companies, one after another are sounding the alarm about not so impressive times ahead.

After the crunch in financial services and auto, retail is the next source of bad news. Circuit City, the second largest consumer electronics retail chain in US has recently filed for bankruptcy under chapter 11, which has created a chaos in US retail industry.

In a situation where analysts are quite sure of a dull Christmas season ahead for retailers this year, Circuit City’s bankruptcy has given signals of a very rough road ahead to the other retailers in US. As John Crossman, President Crossman & Company states, “Retailers are very desperate for a bright festive season ahead and the industry need a big holiday season. We will see some big winners and big losers this time.” Crossman’s prediction seems true enough as, in a letter posted on Circuit City’s website, Jim Marcum, VP & CEO, Circuit City Stores, Inc. said, “This (bankruptcy) filing will give us the time and resources to address our financial challenges.”

City’s filing for bankruptcy has given many sleepless nights to giants in the IT industry as almost all IT stocks fell down drastically as soon as news of the filing spread. HP is the biggest unsecured creditor of Circuit City as City owes $118.8 million to HP, followed by many others who’ll now have to reframe their strategies to stay profitable in these bad times.

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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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Gyanendra Kashyap of 4Ps B&M gives the final F-word-primer on facts, figures, foibles and farces in carbon trading...

2009-03-09T14:48:00.000+05:30

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They could have called it carbon dating instead of carbon trading, for all we care, given the completely controversial and practically outdated methodology on which this concept thrives! But we’ll cross the damned Kwai bridge when we reach it. First, the ides of March. There is no question that global warming has been the most talked about phenomenon in the last century and in this one too. Environmentalists have more often than not been sidelined as the trouble creators. Surprisingly, the most impactful of all the environmentalists has perhaps been the one who has been least known – the man who is credited with inventing carbon trading (pundits call him the father of carbon trading) – Richard Sandor! The man gave an economic value to efforts dealing with reduction in pollution, the most crucial aspect of environment. Sadly, what he envisioned is perhaps miles off what is becoming of this ‘business’.

Carbon trading is a part of international emission trading norm, which incentivises companies and/or countries that emit less carbon. If a company is registered with the appropriate council (mentioned later in the article), and it manages to ‘emit’ carbon dioxide ‘less’ than the quota allocated to it, then the company ‘earns’ a certain number of carbon credits, which, later on, the company can sell in carbon trading bourses to other firms that have exceeded their allocated limits of carbon dioxide production. That’s as simple as it should have been... Well, it somehow didn’t work out that way.

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

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High-value property demand for now, is in a coma. But does Omaxe have an alternate plan to survive?

2009-02-16T14:37:00.000+05:30

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High-value property demand for now, is in a coma. But does Omaxe have an alternate plan to survive? Ratan Lal Bhagat presents an insider tale on the whats, whens and whys...

“The going has got really tough for realty players in the current situation of the global economic downturn,” states Rohtas Goel, CMD, Omaxe Limited, voicing out the predicaments of both his company and that of his peers and competitors in the Indian Realty sector. The American financial crisis, meltdown at Wall Street coupled with the misery at NYSE & Dow Jones and chaos at Dalal Street have marred many a dream of building skyscrapers. And India was no exception. The domestic Realty sector (once considered as the driver to the impeccably zooming economy) has taken the maximum beating from the current slowdown. The cascading southward trend of the Indian realty index, which fell by a tantalising 42.98% during the past quarter, stands testimony to the aforesaid statement. The colossal erosion in stock values of all the major players has only worsened the situation and overburdened the funds desiccated realty ship, which is already reeling under the bad weather of dropping sales, high interest rates and drying up of private equity sources.

In such quagmire, Omaxe Limited, one of the major contributors to the Indian Real estate success story, like others is trying hard to battle out the odds, to survive and to grow if the sun shines for long on the once sunrise sector...

Omaxe had ventured into the Real Estate Development business in 2001 to ride and encash the-then country’s most promising sector. Till date, the bullish Omaxe has completed and delivered 11 projects – inclusive of 8 residential, 1 integrated township and 2 commercial setups – covering approximately 5.59 million sq. ft. The completion story till here sounds good. however, it is the work-in-progress where the situation looks iffy. The company currently has 54 projects – including 23 group housing projects, 16 integrated townships, 14 shopping malls and commercial complexes and 1 hotel – under development in ten states in all four zones of the country. Even Goel minces no words in explaining the danger himself, as he promptly adds, “On one hand, sales in the sector are dropping because of rising home loans, and on the other, the developers are facing a credit crunch, which is halting many promising projects.” “The demand in the real estate sector has already slackened by 30% and even though developers are offering discount up to 30%, sales are not picking up,” adds N. Wadhwa, Director, SKI Capital Limited.

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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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Coexistence is a reality in realty! Mr. Vineet Singh, Business Head, 99acres.com

2009-01-19T15:10:00.000+05:30

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Are the big builders and brand names easing out the small and mid-size developers?
I think both big brands and small and mid-size developers will co-exist. In many ways both serve different markets. The small builder is more local and serves a niche market. If small builders own land in the right areas they will definitely do well, as their projects will be in areas where there is a demand by the end users. In many cases small builders cater more to end-users than to investors.

Will small and mid-size developers find it difficult to survive in this credit crunch?
Yes, this may happen, especially, if the land-acquisition cost is high. Lot of small builders have been approaching big-size developers the liquidity has become tight and the cost of construction has increased by 30-35%. With the demand slackening, these small developers and their relatively tiny projects have to approach bigger players for survival. Having said that, all developers who are not heavily leveraged will survive. This offsets many risks and increases the ability of realty players to survive the slump.

Do you think, consolidation in the sector is the next wave of change or will it remain fragmented and scattered for now?
I don’t think any fundamental change will happen to the real estate sector due to this slow down per se. Though (in time) we see some movement towards a more regulated real estate sector - some changes (of course for the better) are required. These include uniform rates (based on carpet area), standardization of hidden/other charges, rating of developers, licensing/regulation of broking, et al.

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

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“Advertising? Naah!”

2009-01-08T13:13:00.000+05:30

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McCann’s Sandip Mahapatra brings his own original spin to the subject. He believes that the once hallowed space reserved for all kids who didn’t fit into the mainstream job-scene has now fragmented into many pieces, each offering juicy, exciting and lucrative bites. “So the whackos don’t only have Advertising Agencies to fall back upon where their creativity is concerned. There are movies, TV channels, music channels, designing shops along with a million niche outfits catering to their creative skills, so why will they make a beeline for Adland? That special Calling Card – which involved charisma and mystique – no longer exists in its exclusive, pristine grandeur anymore,” expresses Mahapatra. He dismisses the popular contention of money being the biggest deterrent in Adbiz with, “If the business was so paranoid about it, you can bet they would damn well do something about it! It’s not about not getting good guys, but about not needing good guys!” He decodes his (shocker?) thinking for easy consumption. “The kind of importance, dependence and significance once invested in a servicing person has totally disappeared,” explains Mahapatra. Why? Because there are today specialised vendors to do jobs – previously assigned to him to oversee – that can be accessed directly with quality, speed at a lesser budget. In short, the new-age client is a different creature and so is the new-age vendor. So, what great value addition can the Ad Agency provide?

Senior ad professional, Esha Guha is thoughtful. “I wish I could really place my finger on that one critical reason… I guess it has to be a compendium of all suggested. However, a reason could be the disappearance of fun, magic and the brand of excitement which only Advertising offered. Earlier, it didn’t have computers and jargons, but had a galaxy of amazing, magical people who, brought life, colour, zing and chutzpah to a calling that was meant to be nothing more than marketing’s hand-maiden,” explains Guha. She believes that while focus, sophistication & technology have transformed the markets’ cape, with competition adding to it, somewhere “the heart has gone out of the hurrahs! Its cold, calculated and clinical atmosphere in the workplace, where emotional or creative leeway is neither required, understood or entertained. “In our time it was celebrated. No wonder, as someone brilliantly put it, the Merchants have taken over from the Magicians… Ah well, the price of progress I guess,” Guha shares. Darr gaya? C’mon guys , chill……. Darna Mana hai because DARR K AAGE JEET HAI, remember?!

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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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Complacency Complaints...

2009-01-05T12:42:00.000+05:30

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Meenakshi Madhvani,
Managing Partner, Spatial Access

Complacency Complaints...

Meenakshi Madhwani of media auditing firm Spatial Access believes that more often than not if a client’s advertising agency is not delivering, the reason is ‘complacency’ on the part of agencies, who are smug in their creative confidence. She hastens to add that account reviews are sometimes the best bet to deal with this complacent behaviour. “I remember this client who was fed up with his agency taking forever to deliver good ideas and creatives. But the moment he called for an account review and a pitch, the agency pulled all stops, put its best people on the job and delivered perfect ideas,” she says, recounting her experience of a few months ago. Prem Kamath, the marketing honcho of Star India somewhat affirms the notion. Having one worked as an agency guy, with some of the best and brightest names in the business - Kamath knows exactly how the cookie crumbles. “I believe that agencies work better under pressure, knowing that if they don’t deliver, I can always go to the next agency and still get the work within my timeline,” he says. Kamath’s strategy of empaneling three agencies for his media conglomerate, stands testimony to the ‘put agencies under pressure’ strategy, which is being followed by many big advertisers of corporate India today. Advertising honchos disagree. Says Jagdeep Bakshi of JWT, “The client agency relationship is a two way process. It’s give and take. The client should give a fair chance to the agency. If it is not working even then, they should separate,” he claims, adding that the whole deal is like going to a marriage counsellor. “He will ask you why you got married in the first place. And what’s the probability that you (in this case, the client) will be satisfied with another agency?” counters Bakshi.

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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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2008-12-18T12:06:00.000+05:30

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

Ogilvy’s very own dude Sumanto Chattopadhaya, plays it cool n’ easy and prefers to look at the big picture. The Executive Creative Director [South Asia] believes that today there is truly a wide representation of the portrayal of the Indian male in ads, “sometimes a confection of the Bollywood-Hollywood stereotype with a tiny sprinkling of reality, other times how these creatures actually wish to see themselves … overall interesting observations of human behaviour.” He cites the example of a car ad in which the boss perpetually humiliating his young subordinate receives a huge ego blow, when the young man drives off in a fancy car! Then there is the cool college dude – a stereotype that keeps popping up in a plethora of ads from snack food, cold drinks, deo to jeans. The adolescent fancy (sometimes boy gets the girl and sometime goofs it) punctured or reinforced, appears to hold big-time appeal. Then of course there is the family man responsible for the well being of his family, although women are stepping into his turf with great speed and efficiency. Lastly there is the man-child who – when it comes to his health – is dependent on his wife. Remember the Saffola ad?

Everything considered, most intelligent, educated and informed ad-watchers – without baggage or agenda – will agree that today’s male-driven ads definitely enjoy a stronger connect with truth, fact and reality than before. The carefully nurtured myth of the male, perpetually in control, in charge and driving everything that matters [with the women, cooking, knitting or child-rearing in the shadows] is clearly over. In fact, recent surveys have indicated that men detest being stereotyped as “shallow himbos wanting to go solo and jump from one girl to another.” The survey reveals some startling, seminal facts … 77% look for girls who are potential wives. 75% believe in soul-mates and admit crying when dumped by their girl. 69% promise they would never cheat. 57% enjoy cooking at home and [most importantly] 56% believed that being a good father or husband made them feel manly!

Wow! We say Amen to that…

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

As realty heads for a tailspin, 4Ps B&M’s pawan chabra & savreen gadhoke probe the impact on developers and how they are gearing up for it

2008-12-04T12:00:00.000+05:30

Now IIPM's World-Class Education... for everybody!!

A few years earlier, India’s real estate behemoths were in the news for making massive investments into the setor. In 2007, most of the players came out with an IPO as there was an enormous need of funds at a time when the boom in the realty sector was touching new skies everyday. But more recently, they are making the news because of their ‘non-realty’ movements. Whether it is DLF foraying into the business of financial services and retailing or Parsvnath in talks with global retail giants or, for that matter, Unitech buying spectrum in Karnataka, they actually seem to be making deliberate attempts to diversify. Considering the way reality is meeting realty nowadays, the coincidence seems quite stark indeed.

As Anuj Puri, Chairman and Country Head, Jones Lang LaSalle Meghraj recently opined at a CII conference, “Next 18-24 months are going to be crucial for the real estate sector”. The reasons are simple and straightforward - inflation has surpassed all expectations and reached a two digit figure of a shocking 11.42% (reaching a 13 year high); accompanying it are the dropping stock markets as the Sensex recently touched a 15-month low at 12,961 points (realty has been among the worst hit). With interest rates mounting new heights, problems of the realty sector don’t seem to be ending in the short-term at least.

Conditions of demand saturation leading to devastating consequences for companies are not new to the realty sector globally. A report by Macquarie Research said that in December 2007, an Australian real estate giant, Centro Properties Group was unable to refinance its short term debt obligations on a long-term basis. The worst part reported was that the group had an additional debt of $1.2 billion on the balance sheet apart from the existing refinancing requirements. Well, you can easily skip it by saying the Indian and Australian economies are very different in terms of accounting practices and ratio calculations but what has urged us to go back in the history is the fact that there are some strking similarities too among the two economies and the sector. Interestingly, Australian equity markets were going weak at the time of the Centro collapse and also interest rates were rising due to government policy. Could we have some Indian ‘Centros’ coming up too?

Industry experts are quite confident in their prediction of a price correction in the sector in the next 2-3 months and 4Ps B&M probed further into what are the various reasons that have led this sector to reach such a situation and what it means for both big and small players of the arena.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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IIPM, GURGAON
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LG Scarlet 42” LCD

2008-11-10T12:56:00.000+05:30

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification
Screen size - 42’’; Screen resolution – 1920x1080; Response time – 4ms;
PRICE: Rs.98,000 without taxes
WARRANTY: 1 year

The stylish design of the LG Scarlet LCD has won admiration from millions... What’s special about the Scarlet is its picture quality. “For the first time ever, LG has launched the Full HD technology in 42 inch LCD, which gives the stunning broadcasting experience,” asserts Amitabh Tiwari, Business Group Head, LG India. It also carries the dynamic contrast ratio of 50,000:1 with eye catching brightness, and has three HDMI ports. The scarlet features a clear voice technology which automatically adjusts human voice by reducing background noise thus providing supreme quality sound. Unlike other brands available in this category, it also has an invisible speaker system giving a surround sound experience. It has two USB ports for connection of the devices for quick connectvity.

Marketers’ delight: For consumers who want the slimmest LCD and the perfect picture quality can always go for elegant Scarlet. The LG Scarlet is stylish and desirable and that too at an affordable price.

Tester’s note: Pros – Excellent colour quality, contrast, HD video processing. Slick design. Cons – Jagged edges. Even lowest backlight level is too bright for dark rooms.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Based on a comprehensive survey conducted by Indian Council for Market Research (ICMR) in association with 4Ps B&M and The Indian PC Magazine

2008-11-04T16:37:00.000+05:30

Now IIPM's World-Class Education... for everybody!!

METHODOLOGY The survey was conducted in three phases. Their descriptions are:

First Phase: The first phase marked the listing of the gadgets launched successfully in the year 2007-08 and a few past launches that had a wonderful stint even during the previous year. A total of 135 gadgets were listed to be identified by the respective companies (to ensure availability of the products) and was then evaluated by dealers and customers. The final list of gadgets was prepared taking into account gadgets from about 17 segments such as: Camcorders, Mobile phones, Laptops, Home Theatres, Music systems, Projectors, Printers et al.

Second Phase: In the second phase of the study, the list of gadgets were scrutinised by the dealers based on the availability, demand and likeability factor of the gadgets. Most of the gadgets were excluded from the list due to non-availability or for reasons of discontinuity. The retailers contacted were both multi-brand outlets and exclusive company showrooms. However, the maximum focus during the survey was on multi-brand outlets, where our research team got better insights into the host of available gadgets within the category.

Third Phase: The final phase of the research was based on a feedback both from the retailers and customers. The retailers/dealers were asked to rate the gadgets on a scale of 1-5 (where 1 is low and 5 is high). In totality, 220 retailers/dealers were covered in the 5 major cities of India - Delhi, Mumbai, Bangalore, Chennai & Kolkata. Based on averages of dealers’ perceptions, a Dealer Rating – DP* Rating, was given to each gadget. The break up of retailers covered is given in table 2. Similarly, the editorial team’s perception was listed too as 4Ps B&M* Rating. Finally we boiled down to 56 gadgets.

Apart from dealer’s perception, customer feedback on the gadgets were taken to list the final set of gadgets after analysing the responses. The customers for the gadgets survey belonged to SEC A1 and SEC A2.

A separate opinion poll was conducted amongst 1,000 customers across the 5 main cities and the average rating to choose the best gadget in a special category (like Apple MacBook Air was chosen as ‘The Most Desirable Gadget for 2008’).

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

The Financial Markets and The Rest of the US Economy

2008-10-22T13:20:00.000+05:30

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

The Federal Reserve stepped in to prevent the bankruptcy of Bear Stearns and thereby protect both the financial markets and the rest of the US economy from what it thought could have been massive collateral damage. For the first time in its 85-year-old history, Bear Stearns reported losses in the last quarter of 2007; and amidst fears that the next to hit the wall would be Lehman Brothers, the Fed opted for the $30 billion bail out. The bailout, often termed as a ‘third line of defence,’ is a part of the package, which includes interest rates and tax cuts (now Fed rate is at 2.25%). Many argue that since Q4 results were bad for banking, then post the Q1 results, firms will be begging investors for fresh capital. If forecasts are to be relied upon, then there are another $50 billion of write-downs in the waiting. Marcel Theiliant (Analyst Global Economics, CREDIT SUISSE) avers, “If you think that the worst was over in Q4, then Q1 results will be a rude awakening.” In such a scenario, it will be a real challenge for the ilk’s of Lehman Brothers to raise capital. Nevertheless, the bailout package of $30 billion, followed by the rate cuts, infused in some degree of confidence in the markets.

Days later, when Lehman Brothers and Goldman announced their Q1 profit estimates, it turned out to be quite a relief. The profit estimates have been questioned; some claim that Lehman must have tinkered with the accounting method to suit its ends. The recent developments can be closely compared to the 2001 recession, wherein the S&P indices had gained close to 18% in March and April on the view that rate cuts announced by Fed would stave off a recession. Interestingly, the happiness was short lived and eventually the S&P plumetted, dropping by a whopping 42%.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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When IIPM comes to education, never compromise
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Why Study Abroad When IIPM Gives You 3 global Advantages!
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ROHIT SHARMA - Another lil’ master?!

2008-10-17T13:49:00.000+05:30

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

ROHIT SHARMA
Another lil’ master?!

It was one of those nail-biting situations again. The finals of the T20 series, India vs Pakistan. Limited overs, young blood and arch rivals... it was India’s chance to wash away the World Cup 2007 debacle. And indeed, they did! Winning the Twenty20 World Cup 2007 answered many questions, one of them being the selection of young players in the team. And among those young stars was Rohit Sharma whose splendid performance in the series (remember that swashbuckling knock of 50 on a tricky Durban wicket) and especially the unbeaten 30-run knock against Pakistan played a pivotal role in India’s historical win.

“I grew up during a time when India saw Sachin Tendulkar as the biggest icon in cricket. Everyone idolised him and many players still look up to him. And being from the same place as him, it had a huge impact on me,” recalled Rohit when asked for his inspiration for choosing a profession which is almost considered a religion in India... and his inspiration was none other than the God of this very religion. “Every time I watched Sachin play, I got inspired to try harder to find a place in the Indian cricket team,” mused Rohit. If we trace some big names in the world who have created historical records, one would not come across many who’ve had a glorious beginning. And Rohit is another name in the league. With a sluggish start in the early years of domestic cricket, Rohit did not give reasons enough to predict his upcoming accomplishments. But his performance in the U-19 World Cup (where he was one of the top scorers) grabbed the attention of many, which then lead to his selection in the Twenty20 World Cup. And after the triumph in T20, there has been no looking back. Rohit also turned out to be a reliable pick in the CB series in Australia, where he made a significant contribution, especially with his match-winning score of 66 in partnership with Sachin Tendulkar in the first final. And with this, he has also proved to be amongst the most sought after players in the Indian Premier League.

With a cool and composed temperament and cavalier batting technique, this exciting young right-hand middle order batsman has just the desired combination to make him an able replacement for ‘the big three’. Indeed, for reasons obvious, Rohit Sharma, today, is being pegged as one of those whose footing on the pitch is going to be long and strong.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Not so mellifluous is the flow...

2008-09-27T13:09:00.000+05:30

IIPM - Admission Procedure

...of oil money for the common man in Gulf nations, who is struggling to make both ends meet

Are high oil prices ($102/barrel) good or bad for the mid-east population? On the face of it, a layman would say that an economy, which revolves around crude oil must reap in huge profits; observe a surge in the general well-being and see the state coffers overflow with petrol dollars. Beyond doubt, the political and business leadership in the oil exporting Gulf nations is experiencing the mellifluous flow of dollars into their chests, the common man and the middle classes are however, beginning to feel the pinch. “I have been a resident in the Gulf for past 12 years now. We had never known what inflation was for so many years, but now we are beginning to feel the brunt of high food prices and essential commodities.” Toufail Ahmed told B&E from Dubai.

Saudi Arabia, where the inflation rate for the past decade had been well-nigh nil, the current level of 6.5% is certainly alarming according to experts. In Jordan the government has been forced to withdraw fuel subsidies, pushing the fuel prices up by almost 76%. Such a steep hike has certainly led to a cascading effect on foodgrain prices. In Bharain, where according to the Oil and Gas Affairs Minister Dr. Abdulhussain Mirza, “the oil industry is on the threshold of a golden era.” The rising prices are however perplexing, “..consumer price index was 104.64 points at the end of January compared with 104.07 points in December. Food, beverage and tobacco costs climbed 2.1% in January from December while housing costs were steady,” says the Bahrain government’s Central Informatics Organisation (CIO) .

The soaring prices in the Gulf are certainly an outcome of the spurt in the global commodities prices; the dwindling agricultural production; the slump in the dollar and of course, the now infamous sub-prime crisis in the US. All these factors are contributing in exacerbating the common man’s plight in the mid-east region, which according to the reports emerging from the region indicate towards a simmering discontent among the masses, leading to protests marches.

For all these years, the ruling classes in the mid-east region have adopted the carrot and stick policy to manage the masses. Both religion and strong arm tactics have been relentlessly used to keep a tight lid over all forms of discontent. The questions which many analyst are now asking- is the credibility of Gulf ruling classes coming under strain? Are the political risk management strategies of the Gulf ruler failing? And will a global economic downturn eventually lead to democracy taking roots in the region? One only wishes that the benefits accruing from an oil economy are fairly passed on to the poor in the Gulf.

B&E edit bureau: Atul Bharadwaj

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM : EXECUTIVE EDUCATION
IIPM, GURGAON
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Bottoms up approach...

2008-09-22T13:19:00.000+05:30

IIPM : EXECUTIVE EDUCATION

...to building India and making it look beautiful

Nano has shown to the auto industry that “there exists a fortune at the bottom of the pyramid.” But why aren’t others taking a cue from management guru C. K. Prahalad’s wisdom & of course, the inspirational work of the British born Indian architect late Laurie Baker? “ I don’t think that the real estate sector is thinking of any low cost housing projects. This is mainly because the land & construction costs are too high for any builder to venture into this arena. The problem can be met by greater public-private participation only,” says Alok Agrrawal, Principal Sun Apollo, a private equity fund, with expertise in reality sector. More importantly, “The homeless or poor have to be involved in the process that leads to their having homes,” says Pratima Joshi, Director of Shelter Associates, an NGO into housing homeless. She adds, “Occupants of government’s housing scheme for the poor, Valmiki Ambedkar Awas Yojana, weren’t satisfied with the dwellings given to them. If dwelling schemes served to them, doesn’t suit them, they will slide back to slums.” Perhaps, it is the jaded mindset in the industry, which prevents them from looking at the bottom of the pyramid. Otherwise, what stops the reality sector from building low cost houses for India’s 170 million slum dwellers? The companies should not totally leave the un-glamorous jobs to the government. Such efforts will only add sheen to their corporate face; and make them better corporate citizens.

B&E edit bureau: Rajeev K. Singh

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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The disruptive Ram Charan!

2008-09-06T16:49:00.000+05:30

IIPM : EXECUTIVE EDUCATION

Management magnate Ram Charan shares his insight on disruption exclusively with B&E

Ask this 67-year-old Harvard doctoral graduate over dinner about why he never married and this preeminent global strategy guru dismissively parries our query off like a celebrity would. Recently, Forbes magazine quoted a global survey ranking him amongst the world’s top 25 business thinkers. GE’s Jack Welch consulted him for over three decades. When Jeffrey Immelt took over GE, Ram Charan was the first person he called. Ram serves on the boards of innumerable Fortune 500 companies. With his books having sold millions of copies, Ram Charan makes a meteoric impact. B&E caught up with this magnate over two days to understand his views on disruption. Some excerpts:

B&E: Why has the phenomenon of disruption become prominent in recent times?

Ans: At a critical top level, disruption is a phenomenon with the capacity to not only make companies disappear, but even industries. The voice based telecom industry will disappear one day due to internet telephony. The key point for a CEO hit by such disruption is to understand that whatever he’s doing needs to be radically changed. At a second level, well entrenched companies are themselves creating disruption by introducing new business models. The reason why this has become more prominent is because industry/company/product life cycles are becoming much shorter.

B&E: How can (or should) well entrenched players prevent such disruption?

Ans: Some changes are continuous, some disruptive. The leaders who succeed are vigilant about changes, anticipate changes, and are themselves confident about creating changes. For a well entrenched CEO, complacency is never good. In any industry, many innovative technologies exist with the capacity to cause disruption. But well entrenched CEOs should realise none of these can really cause disruption till some entrepreneur converts a technology into one that’s customer oriented, something big enough. Steve Jobs is one CEO whose biggest plus is his capability to marry incisive consumer insight with his product offering.

B&E: What strategic points are required to change the rules of the game in a sector?

Ans: First of all, a leader needs to have the courage to make strategic bets. Beyond that, the leader should: a. Define precisely what the ‘specific’ opportunity is, not just the broad category. A telecom player entering the insurance sector cannot just generally think of ‘insurance’, but rather specific segments.
b. Understand what capabilities you need to capitalise on the opportunity – both internal and external.
c. Find out what leadership/leaders you need to implement the plan in action.
d. Finally, do you have enough financial resources – can you move with speed and become profitable? B&E: Which companies/leaders have been most successful in enabling disruption?

Ans: Apple (Steve Jobs) in various products. The iPod completely disrupted the music industry. In the same way, Rupert Murdoch buying The Wall Street Journal is another classic example.

B&E: Could you also cite examples of companies that missed the disruption bus?

Ans: Sony, Philips... and AOL too.

B&E: Any ground rules on implementation for players riding the disruption wave?

Ans: My book, The Discipline of Getting Things Done gives a clear idea. In short: a. Have laser sharp dominant priorities very clear. CEOs have many ‘general’ priorities. Have defined specific priorities!
b. Ensure that key performance indicators are aligned to the overall strategy.
c. Realign your financial resources to the new gain, new opportunity.
d. Align the rewards to the new gain.
e. Have right people for the right job.

B&E: But how important are ‘people’ in this whole framework?

Ans: Most! A leader cannot succeed without other leaders. Jack Welch once told me, “Ram, people before strategy!” Ratan Tata succeeds because he gets the right leaders to run his companies.

B&E: Any final words on disruption?

Ans: Disruption doesn’t happen everyday. Change happens everyday. CEOs should not go one-minded into creating or implementing disruption forcefully within their companies. Rather, understand and appreciate the constant change occurring in your company, industry, and align yourself to that.

B&E: Your all-time favourite management books?

Practice of Management, Peter F. Drucker. I still love going back to it and reading it again. So many of the principles still apply so perfectly. And My Years With GM, Alfred Sloan. Did you know GM actually attempted to stop the publishing of this book?

B&E: Your personal objectives in life?

None whatsoever (smiles!). If you try to find out what you love to do, and keep doing that, you don’t need any objective in life to get peace...

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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From communication to education for all

2008-08-25T16:21:00.000+05:30

IIPM’s 36th Glorious Year of Academic Excellence

The man is hell-bent on educating India

If one Indian was to be nominated for introducing the PPP (public-private partnership) concept & judicious use of technology in India, Sam Pitroda’s name would certainly figure at the top of the list, because he is the most deserving candidate. The man is credited with making almost the entire nation communicate with ease and lay a strong foundation for the telecom revolution to take shape in the country. He had laid a strong foundation for technology enhancement. Now, as head of Knowledge Commission, the visionary is engaged in bridging the digital divide in the country and transforming the way knowledge is disseminated across the nation. Sam is all set to change the mindset in the country with regards to the way the primary and higher education is conducted in our education centres, because he understands it fully well that illiteracy in the country can only be eliminated through democratisation of knowledge. When controversy arose regarding the reservation for dalits in the educational institutions, Sam gave his candid views on the adverse impact of such thoughts on the educational environment. However, he continued with his pursuit with single minded devotion.

The man has to be backed because his ultimate aim as he himself told B&E is to “strive to provide every Indian with adequate food, clean drinking water & shelter.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
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The Indian Institute of Planning and Management (IIPM)
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Aren’t they prized?

2008-08-19T13:19:00.000+05:30

IIPM’s 36th Glorious Year of Academic Excellence

It’s time we redefined what makes one a national asset...

P rivatisation has been one of the most controversial and rabble rousing word, in the Indian lexicon, since the emergence of economic liberalisation. Every attempt to privatise Indian PSUs has not only been greeted with serious resistance by Opposition parties, it has also been termed as attempt to sell off ‘National Assets’ or ‘Family Silver.’ While national parties like BJP & Congress have taken turns to oppose it, depending on whether they are in government or in Opposition, the Left parties have always been opposed to it. In 2004, in an article in rediff.com, CPI General Secretary A. B. Bardhan stated, ‘It was National Democratic Alliance Government that set up the first ever Divestment Ministry. It virtually put India up for sale: it set up a shop to sell off prime national assets.’

The real is issue here is not privatisation but how India as a nation perceives as to what can be defined as a national asset. Inspite of having shed the shackles of the Jurassic Age License Raj, more than 16 years back, India at times reflect the demeanour of a society yet to come out of the mental blockades of the past.

Last 16 years witnessed the ascent of a resurgent India which was otherwise fed on a defeatist, inward looking, timid and a Third World attitude for long. It not only had a Phoenix like rise from the verge of bankruptcy to become a trillion dollar economy, but its companies, instead of getting decimated by the onslaught of foreign companies, emerged as true blue multi-nationals. The likes of Reliance, Infosys, Wipro, Bharti, Tata, M&M, Ranbaxy, Suzlon & Cipla have not only become household names abroad but also helped India have global footage through their relentless cross-border acquisition. Last heard, analysts have stopped counting the countless number of foreign companies being acquired by their Indian counterparts every month. Yet for the likes of A. B. Bardhan and majority of the indoctrinated populace, these companies and their creators are not yet national assets. For them, a company has to be necessarily owned (rather exploited) by the government if it has to have that coveted tag.

Well by that standard, even the Indian cricket team and the likes of Sachin, Sourav & Dravid are not national assets because BCCI is a privately managed entity. Even Shah Rukh Khan, Amartya Sen and the millions of new generation young men and women who are striving to shun the blanket of secured jobs and venture into unknown territories of creative indulgence to give shape to the next generation of Reliance and Tatas, are not national assets. The makers of Rang De Basanti or Chak De who can inspire a whole generation to defy status-quo and become change agents are not national assets either. But... loss making and totally uninspiring companies like National Textile Mills and hundreds like that, are national assets, simply because they are state owned. At will, their bad debts of thousands of crores get written off while young India struggles to get a few lakhs to start a new entity. All that has been done by stalling privatisation of HPCL & BPCL is to burden them with apocalyptic losses so that polity can continue with its game of oil populism. Indian Railways is truly a national asset giving it the national right of killing people in accidents and negligence without accountability. Well, let’s hope a day comes soon enough when, if not the entrepreneurs, at least the common man would be called a national asset. At least in that case he would be spared from paying with his life in terrorist attacks, hunger and political riots.

Edit bureau : The IIPM Think Tank

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
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Maddening crowd!

2008-08-13T12:43:00.000+05:30

IIPM’s 36th Glorious Year of Academic Excellence

There are a host of organised retailers on the streets, and they’re all craving for footfalls. Problem is – they all look almost the same! Can they create a unique position for themselves? savreen gadhoke finds out...

Let’s begin with a small mental game. Think of organised retail. Next, narrow the list down to just convenience stores. Next, think of a brand. So what did you think of? “Well... errr.... mmmmm...” That is perhaps your answer, and don’t worry, we don’t blame you. Yes, today when when we talk of the new format of retailing and brands associated with it, the consumer mostly imagines bachat or perhaps, morcha against kharcha! There are many brands too, creating a hyper-cluttered space. There’s Sabka Bazaar, Big Apple and Reliance Fresh trying to make a separate identity in the convenience retail format (the typical 7 to 11 store). But the truth is – most have everything in common. Take a walk down Mumbai’s Cuff Parade or just saunter along Delhi’s Malviya Nagar, and you’ll find a host of ‘Mom-n-Pop’ stores ranging from Aditya Birla Group’s ‘More’ to RPG’s ‘Spencers Retail’; from R.Subramaniam’s ‘Subhiksha’ to Mukesh Ambani’s ‘Reliance Fresh’; all lined in close vicinity to each other. And in such a situation, do these convenience stores have a strong positioning to induce the customer to visit their store and not walk into the one next door? Worse, this situation is not something temporary as most of the above-listed stores are on an expansion spree (and investing hundreds of crores of rupees).

And there is a clear question which this crowd gives birth to (perhaps about which you never thought of) – what is stopping these cash rich giants from advertising and creating a unique positioning for their retail ventures? Yes, this is true for all except one – Subhiksha. Talking about his strategic outlook, R. Subramaniam. MD, Subhiksha asserts, “In this kind of business, it becomes necessary for us to come up with a strong brand positioning and Subhiksha has always worked on that.” And indeed it’s a fact that apart from Subhiksha, no other retail giant has invested in building a strong brand image for their respective ventures. Subhiksha has always harped over the message strategy of “Lowest prices and largest network of stores,” which as per Subramaniam is the strongest message that one can have in this nascent sector. But then, talk to Rajat Gupta, GM Marketing, Big Apple and he says, “Big Apple has positioned itself to cater to all strata of consumers, considering the wide range of products available and convenient store timings of 7 A.M. to 11 P.M.” The point here is that even though Gupta talks confidently of Big Apple’s positioning with its target audience, has this positioning really sunk into the consumer mental make-up? To answer this question, Anand Halve, Co-founder, Chlorophyll Brand & Communication Consultancy asks yet another simple question – “Today, what is it that is compelling the consumer to go to a particular retail outlet for his day-to-day grocery shopping? Is it because that that ‘a particular’ retail store gives you the lowest prices (which perhaps all boast of) or is it because it is in close proximity to your residence?” If your answer is the former then really, spreading a message across will definitely help. And if your answer is the latter, the prescription remains exactly the same... Really, it’s not long before all the major international retail giants (following the entry of Wal-Mart) enter the Indian market. Policies can change overnight, and if FDI is permitted in multi-brand retailing, then the Indian players are in for a rough ride!

But why is it then that almost all the players are bragging about nothing but ‘low prices’? Are quality of product, ambience, USP dead and gone? Answers Halve, “When the Indian retail venture (in its true sense) kicked-off, almost everyone took Wal-Mart as their ‘golden destination’. This threatened others and forced them to reduce their prices.” With the help of logistics, these retailers may be able to swing prices of “some of their” products but the strategy inherently remains fraudulent because it is dependent upon sustaining a competitive advantage, which is where most these players need improvement. Quality still takes precedence in the minds of the consumers as rationale get the better of emotions. And today, the “I bought cheap...” syndrome is not anymore a virtue across the board. Therefore, it becomes imperative for retailers to have a strong positioning and an effective communication strategy.

However, Thomas Xaviers, NCD, Orchard Advertising (which handles Subhiksha’s account) counters on the point of quality and says, “Most of the stuff that is sold in Subhiksha is the same branded goods we find in other pricey malls. So, we needn’t harp on quality… But we do not shy from pointing out to people that they should not pay more for the same goods in the superfluous markets.” The crux of the matter remains that to make the consumer loyal, it is important to make ‘convenience’ the primary deliverable, and convenience today doesn’t mean price alone.

Another reason why it is extremely important for the retailers to have a strong communication is because almost all of them are expanding at a stupendous rate. “In FY08, we had 1,300 stores and we plan to reach to 2,200 stores by FY09,” reveals Subramaniam of Subhiksha. Reportedly, Spencers Retail too is investing close to Rs.1,000 crore in 2008-09 and plans to achieve a turnover of Rs.1,800 crore by FY2008-09. But then, why on earth are these retailers shy of advertising? As Halve of Chlorophyll says, “It is primarily the ‘Reliance Fresh’ effect.” The amount of protests Reliance Fresh invited for itself when it unleashed its big plans, has probably shaken others and this is why most of them refrain from advertising. However, they do indulge in promotional and BTL activities. Agrees Gupta of Big Apple, “Big Apple has not been too aggressive in terms of advertisements in media, but surely has been involved in activities in and around all its outlets and has been able to positively form a connect with the consumers.” But can such promotional activities replace the impact of advertising on a large scale? Answers Xaviers, “Advertising is still the most economical way to build a mass brand. There is enormous economic advantage to be derived from a relevant creative idea that has been applied to brand. Perception Management is too important to be left to chancy PR or word of mouth.”

Probably this is the reason why Subhiksha, while it has powerful systems to deal with PR and word of mouth, uses the power of advertising to steer the brand. And indeed, where big money is involved, it is imperative for the marketers to be ‘bang on!’ with their marketing strategies and realise the importance of advertising and a strong positioning. Probably the next time I ask you for a convenience retail brand, you’ll not fumble for words!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
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Welcome to creative-dom!

2008-08-06T13:11:00.000+05:30

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Sagar Mahabaleshwarkar, Chief Creative Officer, Rediffusion DY&R: I’ve known Ambika from her O&M days. Her basic understanding of good work and bad work, as also her understanding of the categories – the good creative part of it and the craft part of it – make her a tremendous team player. She handles herself wonderfully in team meetings.

Ramanuj Shastry, Chief Creative Officer, Rediffusion DY&R: She is a nuance writer and has a delicate understanding of fragile nature of relationships. She has a keen eye for human drama, which can be creatively magnified. Her McDonald’s ad campaign is a true reflection of her strong consumer insight.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
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When IIPM comes to education, never compromise
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IIPM - Admission Procedure
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Why Study Abroad When IIPM Gives You 3 global Advantages!

Expansion and Going Global

2008-08-04T11:46:00.000+05:30

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Expansion and going global, therefore, seems to be the ‘mother of all’ reasons behind this money-raising jamboree. But is there another viewpoint? Syed Sagheer, Aviation Expert, PINC Research provides a probable radical motive – that of consolidations and further acquisitions. “Smaller players like GoAir and SpiceJet can see imminent acquisition by big players. Private investment in these companies has also dried up making them vulnerable for acquisitions. Money raised can be used for buy-offs as well,” he professes, adding that, “Improvement in scale of operations is the only way airlines can break even…”

An interesting change in the sectoral landscape is the go-global wind that has started blowing of late; of course, fuelled by postponement of Kingfisher’s plans to fly abroad (as policy regulations only allow airlines which have completed five successful domestic years to fly overseas). However, for fear of sounding overenthusiastic, one should not overlook the fact that this indeed appears a logical solution for the ailing sector, to get its promises back on track (remember 2003 and the Air Deccan fairytale?).

“More than three-fourth of the total international traffic in India is handled by foreign airlines. So we have a huge opportunity there. We can use our network more efficiently – using our domestic network to feed international and vice-versa,” says a Kingfisher official. True that there would be the initial investments involved (for fleet expansion, crew, technical support, training, offices, et al) when these aviators start international operations, but for Indian airliners going abroad seems to be the only option left to break into the profitability zone. Says Hick Bailey, Expert, FitchRatings International, “Given the high cost of operations and overcapacity in the domestic market, airlines will bleed to death if they aren’t soon allowed to fly abroad…”

So how can we statistically prove the cost-saving and revenue-earning logic? In an exclusive 4Ps B&M research, we discovered that the most profitable airlines in the world are also the ones which have maximum international presence (refer Figure 1). British Airways (international presence of 97% and $4.2 billion in profits over the past five years), Lufthansa (95% and $3.6 billion), Air France (91% and $5.7 billion) and NorthWest Airlines (44% and $1.4 billion) made profits while the entire global aviation lost in excess of $10 billion during the past half-a-decade. To further quantify the advantages that can be gained from international presence, revenues earned per unit distance is also highest on international routes (refer Figure 5).

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

GMR Infrastructure

2008-07-22T12:52:00.000+05:30

When IIPM comes to education, never compromise

Investee: GMR Infrastructure

Investor: Eton Park Capital, SBI, UBS, et al

Investment Value: $1,000 mn

As per G. M. Rao, Group Chairman, GMR Group, “The positive response to the Issue reflects the confidence that global investors have in the Company and its integrated business model. As a result of this, they have decided to invest in the company through the QIP route in large volumes.” Madhu Terdal, CFO of GMR Infrastructure asserts that “the funds will be used for the construction of GMR Istanbul’s airport in Turkey as well as buyouts in the international power and airport markets.”

In a deal worth $1 billion, qualified institutional players like Citigroup, Capital International, SBI, Kotak Mahindra, Credit Agricole, UBS et al, bought a 9% stake in GMR Infrastructure Limited (GIL), the flagship company of GMR Group. GIL plans to spend about Rs.800 crores in its various projects, which include the Istanbul Airport and a Special Economic Zone in Tamil Nadu. The fund raising exercise by the company was an effort in complimenting its future expansion plans, which will see the company moving into newer pastures like SEZs, Export Promotion Parks etc.. Already in GMR’s kitty are projects like Delhi Airport modernisation and the Hyderabad Airport construction, both in the final stages of completion. The company also has plans of setting up overseas offices and to tap the opportunities available in markets like Europe. The group is also planning to get into airport projects in Africa.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

The global passenger

2008-07-18T15:36:00.000+05:30

IIPM, GURGAON

A buyer in a foreign market, like in the case of India, is lured by the brand image and credibility of the manufacturer. At present, Brand India has yet to make a name in the manufactured products’ arena. Thus, Ratan Tata may find it difficult to sell in the developed market. The McKinsey study highlighted this problem. One Indian manufacturing head admitted that “establishing our brands in key markets is going to be huge challenge.” He added that Indian companies have to do things to overcome “perceptions on performance and quality.” And one has invariably heard that while “it takes years to establish a brand, it takes minutes to blow it to pieces.”

Most of the executives interviewed by McKinsey were categorical that “expansion of foreign sales beyond 20% of total sales for the top five Indian automakers would require more aggressive expansion abroad.” A fifth of them thought that Indian firms have to “invest in more sales subsidiaries abroad.” Over 40% were convinced that “foreign sales growth can only be achieved through M&As.” And almost a third blamed the lack of adequate infrastructure as an impediment in boosting exports.

If you look closely at the Tata strategy over the past few years, he has been able to solve many of these problems. After the Corus takeover, Brand Tata was established in Europe. For once, despite the racist comments, an Indian entrepreneur was looked at with awe and fear in Europe. Ratan Tata has further consolidated his global position by becoming the ‘most preferred bidder’ in the Jaguar-Land Rover auction. If he manages the Jaguar deal, he will have access to high-end models, and also be the owner of brands that are known and revered across the globe. In one stroke, he would be way ahead of other Indians in terms of branding, foreign distribution network and technology.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Spread the Passion!

2008-07-15T17:33:00.000+05:30

When IIPM comes to education, never compromise

You could be a minute away from fame!

Ours is a nation, where films are sought after with as much fervour as a devotee would his deity, and this is cemented by the fact that it is home to the largest film industry in the world. Movie makers have had a long fruitful relationship with the Indian audiences and it isn’t for nothing that youngsters make a beeline in front of production houses aspiring to become involved in any possible way, be it in production, direction or even script writing. Intending to encourage these young talents is Passion for Cinema (PFC) which is right now calling-in entries for its first online film festival for one minute movies, called PFCOne, to be held between December 1-5, 2007.

With the Internet assuming importance in all facets of our lives, passionorcinema.com is the answer to the new generation of movie lovers, connecting people from different countries, caste, creed with one common passion – cinema! Not just a movie blog, the site provides an open platform for discussions, comments and reviewing of original films. Remarkably, it has created an avenue for networking between the newbies and the respected mentors of the arena too. Interested writers can become authors for PFC through regular contributions or even send in occasional entries through a section called Projekt iView.

Anurag Kashyap, director of Black Friday says, “PFC’s growth has been unprecedented. When it started out, it was just a medium for us to exchange our views and today it has grown tremendously. It has become a very important medium for connecting people and unleashing new ideas. The interaction encourages us to try out new things without the fear of failure.”

The film festival for one minute movies PFCOne is planned as a part of the site’s first anniversary celebrations. In fact the event can boast to be one of its kind, being exclusively conducted online. Says Kashyap, “PFCOne is a completely online film festival focusing entirely on one-minute films. These films will be screened for an entire week in December and the jury panel will decide the winners. The winners then get to choose from the internship offers with professionals in the field.” You heard that right, where the festival invites amateurs to send in their original films, it offers the winners an incredible opportunity to intern with Anurag Kashyap, writer Hansal Mehta, theatre thespian Ramu Ramanathan and many more such pros.

“The films are solely for amateurs to the extent that even films created through mobile cameras are accepted,” said Kashyap. He signed off with a valuable tip for all interested – “The films will be judged on the basis of the impact of story telling.” So good luck and get rolling!

In 2003, Amrapali was invited to the prestigious Milan Fashion Week, which helped them bag the contract of the Brad Pitt starrer Troy. Adding an amazingly rare sparkle to Diane Kruger’s character, Helen, was just the stepping-stone of this jeweller’s global venture! Offers from several fashion shows started pouring in with ultra up-market brands, like Christian Dior, leading the way. However, Rajiv made sure that his brand was not overshadowed by the sheen of these global brands. “Whether it’s Selfridges or Christian Dior, I made sure that our brand name, Amrapali, was retained (in the final product),” affirms Rajiv. Encouragingly, establishing a proper brand name enabled Amrapali to start two stores even in London.

With sprawling expansion plans, and with a top-line growth rate of a spectacular 30% (twice that of the industry average), the Rs.60 crore Amrapali has extended its arms even within all the metros of the country. But how different is Amrapali from other jewellery firms? Isn’t a diamond, just a diamond? “We want to give a boutique touch to our brand; our USP is our creative design. For example, what Tanishq does is that they test a design; and if it’s successful, they create thousands of the same. On the other hand, we create limited editions of every design, customised to the budget and taste of all the segments of society,” asserts Rajiv.

And now, tying up with designers like Ritu Kumar, Hemant Trivedi and NIFT etc has allowed Amrapali to understand not only national, but even global customer nuances with respect to design. No wonder, their client lists continue exponentially rising – Bill Clinton and Gayatri Devi included – for Amrapali stands true to its name, and perhaps is the truest standard of a product branded “Indian”... Any challengers?

Edit bureau: Aveena Lopes

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Blue-blooded might of the white knights!

2008-07-12T11:43:00.000+05:30

IIPM - Admission Procedure

The Indian luxury car market is bustling with top-notch auto brands, all attempting to make sufficient room for themselves... And while Mercedes-Benz takes the honours for starting the music, will its song last long enough? It’s a pandemonium out there... are we forgetting that?

John Thain, Chief Executive of New York Stock Exchange (NYSE), was in China a couple of months back for very obvious reasons – business. Most of the time, he kept himself busy by exchanging pleasantries with Chinese plutocrats; and suavely, he also never missed the opportunity to criticise the Chinese government’s rules & regulations, especially the pending legislation, which would allow Chinese companies to list overseas, in this case, on NYSE.

Well, a look at the figures shows that the combined resources mobilized by Shenzen and Shanghai in China stood at a mammoth $43.1 billion in the first 10 months of 2006, while the combined mobilisation of NASDAQ, NYSE and American Stock Exchange was at $38.3 billion; London Stock Exchange, including the AIM (Alternative Investment Markets), was at $40 billion (Dealogic data). The editor of China Economic Review reacting to John’s visit with a belligerent, “NYSE is no longer in a position to march into China and sell itself on the virtue of being the biggest and best; as listing and good corporate governance kudos (in American exchanges) come with a significant price tag in the form of Sarbanes-Oxley compliance expenses.” Back home in India, going through the news reports of NYSE and others picking a 20% stake in National Stock Exchange (NSE), it appeared as if a milestone had been achieved! Though it is sure that including the likes of NYSE and NASDAQ (with whom BSE is supposedly in talks) will lead to higher valuations, the question still remains – will this lead to greater financial integration, particularly within Asia?

Unfortunately, as reported by our Business & Economy bureau, financial integration within Asia has not kept pace with Asia’s integration with the rest of the world, whether it was cross border bank borrowing and lending, portfolio assets and liabilities exchanges. Asian countries depend more on inter-regional flows than intra regional flows. With the emergence of international banking centers – Hong Kong SAR, Singapore & Tokyo – co-operation should be encouraged between Asian exchanges. And why not out, when 6 out of 10 exchange transactions are from Asia. At times it’s really amusing how a change in latitude, changes a lot

Wilfried’s smugness is not unwarranted. Of the 3,000 luxury car units sold in upper echelons of Indian car market annually, DC India controls almost 50% of the market, with its high selling Mercedes Benz. But, the top dog position is under siege. For starters, BMW, growing at a whopping 323%, has already outsold Mercedes in the A4 segment. Mercedes’ bread and butter C class has been devastated by the charm of the BMW 3 Series. Between April to August 2007-08 (SIAM) BMW sold 272 units of the car as compared to Mercedes’ 258 units. Wilfried is quick to dismiss the anomaly as pure beginner’s luck. “When you enter a market, there’s always a novelty factor involved,” he asserts. But who knows, maybe it’s not just the newness of the brand, and the Indian consumers actually relate better with the latest 3 series (as the present Mercedes C-Class is a generation older)!

Take 2: December 3, 2006: It was an opulent occasion at Mathura Road, New Delhi, symbolising the launch of the first Porsche Centre in India! They were all there; sophisticated PR girls, Don Juan journalists, Gucci sporting company executives and a gourmet buffet. On our part, we were savouring the prospect of test-driving those flashy Porsche sports cars, lined up outside the state-of-the- art showroom. The ambience was spectacularly in line with what Porsche globally stands for – high end consumerism!

Today, a year since operations have been on in full swing, Porsche has already sold 200-250 units! Ashish Chorodia, CEO, Shreyans Motors, (Porsche Centre, New Delhi) told 4Ps B&M, “Geographically, North India accounts for 45%, West 35% while the rest of Porsche sales are distributed in other regions.” A positive beginning! Is Porsche ready to take on more identifiable competition in India? George Wills, Regional Operations Manager (Middle East, Africa & India), Porsche, is upbeat. “We have a bag full of ideas, but we will look at the market closely. After Delhi, we will have a centre in Mumbai, Bangalore & Hyderabad,” he reveals to 4Ps B&M. Upbeat and optimistic? Sure!

Porsche & Audi (both do not have an assembling plant in India as yet) are hell bent on winning this race. The Audi A4 series has been doing positive numbers in the Indian market. Although, not threatening to either Mercedes or BMW for now, the Bavarian major has a deep fan following in the country. Coupled with a shrewd business strategy, they can easily take on the best in the biz!

Take 3: “The Indian experience has so far been very positive, as everybody was helpful in establishment of the BMW brand here,” avers Peter Kronschnabl, President, BMW India, while gently gazing out of his cabin, at the Gurgaon skyline. The feel good factor propelling BMW India forward was evident throughout that the 4Ps B&M team was at the company’s upmarket office in the Delhi suburb. According to Kronschnabl, right from their Gurgaon facility’s layout to the massive dealer network, everything in India is at par with BMW’s global undertakings. BMW’s foray into India was marked by immense hoopla because of the company’s Bavarian roots and premium badge; after all it’s not every day that one of Germany’s elite four (Mercedes Benz, BMW, Porsche & Audi) enters a significant market. BMW has not only gained ground in second fastest growing economy, but has shown its wherewithal to fight the seeming invincibility of Mercedes Benz.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

IFFCO Tokio General Insurance

2008-07-10T16:16:00.000+05:30

When IIPM comes to education, never compromise

People’s company – IFFCO would probably love that as its tagline! Being in the market for a short span, it aims to provide benefits in particular to the common man, who traditionally lacks knowledge and access to quality insurance products. However, IFFCO definitely plans to strengthen its retail business and, according to S. Narayanan, Managing Director & CEO, Iffco-Tokio General Insurance, “We continuously review our products and make improvements to make them more attractive to the common man.” The company has also revealed that it is working on a number of new products which would be basically targeting the common man in the non-metro and rural areas. “The regulations on micro insurance have thrown up challenging opportunities for creativity and innovation,” confirmed Narayanan. Will they be able to bring about a revolution in rural areas?

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Castles on the ground

2008-07-09T11:00:00.000+05:30

When IIPM comes to education, never compromise

With towering aspirations & a strong brand equity, DLF is all set to create newer highs... on concrete, of course!

“Buy land. They’ve stopped making it!” That’s precisely what Mark Twain (pen name of Samuel Langhore Clemens) once remarked, with more than a touch of humour, of course. But could he have ever imagined that those words could make more than just business sense more than a century later? Surely not! But it’s true and none can deny it in face of the current boom in the Indian real estate market; with Twain having found an admirer for himself in the form of a real estate giant – Delhi Lease & Finance, better known as DLF. And what more, riding the boom, K. P. Singh, Founder & Chairman, DLF Group – the pioneer of India’s organised real estate sector has not only increased his personal wealth manifold (becoming India’s third trillionaire during June 2007) by riding the boom in the sector, but also has redefined urban India; redefining homes, offices and shopping malls and infrastructure.

From a small time struggling coloniser 30 years back to becoming the star of Indian realty’s astronomical growth, with a conservative earnings estimate of Rs.80 billion expected in FY 2007-08, the real estate icon has only grown, further, higher, faster ... into a titanic, tearing apart all icebergs in its path – a story well told by its operating margin which have increased from a moderate 27.2% in 2003-04 to a colossal 60.8% in 2006-07! Today, it is perhaps regarded as the entity which made a ‘modern hi-tech and towering urban India’. Why you ask? What after it metamorphosised the way modern India looks today? And the company is still hungry to grow more. Need a proof? Well, what about its announcement on December 4, 2007 to invest a further $2 billion on its IT SEZs (having already invested $1 billon)? Apart from developing over 21 urban colonies, today, it has the DLF City to its credit, spreading over 3,000 acres of land in Gurgaon making it one of the hottest realty destinations. And to believe that none, yes we repeat it – none had faith in the project when K. P. Singh started it! Really, a visionary indeed!

DLF’s commitment to quality, customer sensitivity and its ability to deliver on promises has not only paid back in cash, but also in kind, with the company being regarded as the giant which almost single-handedly built the city on the outskirts of the national capital, brick by brick. And its IPO in June 2007 which helped DLF raise Rs.91.88 billion was oversubscribed 2.75 times, demonstrating the public faith in the competence of the realty giant (especially considering that it all happened at a time when the last six months, prior to the IPO, had witnessed an erosion of about 25% in the M-cap of realty stocks!). Today, with Rs.1,615.89 crores as M-cap, DLF is the fifth largest Indian company and its share prices have appreciated by over 80% since its IPO release to reach Rs.947.85 (as on November 30, 2007). So what has actually led to DLF reaching the zenith of success? Firstly, its brand value and reputation, which of course had gained weight due to its on-time delivery and completion of huge projects on time.

Secondly, its extensive land reserves, and all thanks to the visionary K. P. Singh who understood what Twain said long back. Currently, the DLF Group has over 224 million sq ft of existing development and 738 million sq ft of planned projects. Apart from these, DLF has a tradition of constant innovation (it first developed the idea of township in India, DLF City in Gurgaon) and its dedicated management team (with average tenure of senior management being well over a decade!). Satish Kannar, Analyst, Arihant Capital Markets Ltd., while commenting on the admirable status of DLF, says, “The sheer 40-years-old existence of the company is the biggest plus point for DLF. There have been some new entrants in this field, as new as 3-4 years, because of the boom, but DLF has remained focussed on the sector. Its focus towards its core strength sans diversification plans over time has helped it become a leader in this sector.”

A close look at the company’s journey exemplifies that the core business has now extended from homes, offices and shopping malls to hotels, infrastructure & SEZs. Today, the home business has extensive range of products, including duplexes, row hoses, condominiums and apartments of varying sizes, with a focus on the higher end of the market. DLF is also expanding its old business, with over 375 million sq ft area under housing development projects. Its office segment is yet another admired business division. DLF can also rightly be called the patron in the office spaces with almost 32 million sq ft developed area and another projected 62 million sq ft aimed to give it over 20% market share in the business & commercial sector. Fascinatingly, with the boom in Indian retail, Singh has created more than 42 million sq ft of new shopping and entertainment complexes across the country. Now that’s a perfect concretisation of quality and quantity...

With the growth in the Indian economy and the rise of the ‘great Indian middle-class consumer’, DLF visualises enormous opportunities in these primary divisions and other fields like SEZs and hospitality. As real estate in India experiences a paradigm shift, DLF, with its strong brand equity and focus on its core competence, will continue to cement a stronger India.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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INDIA TODAY

2008-06-06T15:40:00.000+05:30

IIPM - Admission Procedure

So, what’s the core value that India Today delivers? “We help them shape opinions!”

Some brands create class, some create recognition, and some… legends! The one whose vision is to “enhance, empower and excite minds by creating excellence in media” is the much venerated India Today Group – Pankaj Krishna, its Marketing Manager, told 4Ps B&M. The Group, has business interests in both print and TV space, where it stands tall above competitors. Aaj Tak has become generic for news; in FM space, Red FM is growing fast, and in print, the Group boasts of a diversified portfolio, led by its flagship brand India Today. The Group brought many foreign magazines to Indian shores, including Cosmopolitan, HBR, Golf Digest, et al that only add to credibility of the brand India Today. Not that branding campaigns are being neglected either. The latest venture saw the company join hands with mainline newspapers in India. The only danger to the Group’s future may originate from its bad experience with tabloids. The afternoon tabloid – Today – has witnessed radical reshuffling in the editorial team after Metro Now was launched jointly by HT Media and TOI. Pankaj asserts: “The brand and the category do not permit aping of current trends, yet there is great potential from an activation point of view.” And the brand will live on... for admit it or not, India is addicted to the India Today dose – on TV and in print!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Audi : Pure energy, pure luxury, pure Exclusivity

2008-05-19T15:45:00.000+05:30

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BRAND : Audi
BASELINE : Pure energy, pure luxury, pure Exclusivity

DESCRIPTION : An Audi TT on the road is lighting up street lamps, skyscrapers, tunnels et al, thanks to its super-bright headlights. By the time it reaches a dead-end, it has lit up most parts of the city. Suddenly its headlights turn off – and the entire city slips back into darkness again. The headlights turn on again – and the city is lit up again!

4Ps TAKE : Audi is out with its latest TT model in India and guess how is it promoting it? By laying emphasis on its Vorsprung Durch Technik – which is the model’s differentiating factor. So what is Vorsprung Durch Technik? It’s German for “headstart through technology”. The USP is the German engineering – that we all know is the best in the world. The visual is a killer with the Audi TT exhibiting its deadly looks, and lighting up the world at large (well, okay, the city!). An impressive ad where the product is left to do all the talking for itself to win the hearts of its target audience...

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Sunil Mittal’s new role

2008-04-16T12:54:00.000+05:30

The Sunday Indian - India's Greatest News weekly

Founder, Chairman and Group Chief Executive Officer of Bharti Enterprises and the man behind brand Airtel, Sunil Bharti Mittal has been elected President of Confederation of Indian Industry (CII) for 2007-08. Giving him company will be K. V. Kamath, Managing Director and Chief Executive Officer, ICICI Bank, who has been elected as Vice President of CII for the same period. Mittal succeeds R. Seshasayee, Managing Director of Ashok Leyland. Mittal founded the Bharti Group at the tender age of 18, and today heads a successful empire that is among the top 10 business houses in India. Mittal was the Vice President of CII in 2006-07.

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In vogue, Valentino

2008-04-10T13:44:00.000+05:30

ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...

Forty five years of couture, and counting...

Valentino Garavani is a legend in the fashion industry. His flair for style and urbanity was admired since his apprenticeship days, and though he couldn’t gather much attention when he opened a fashion house in Rome, it was the entrepreneurial brilliance of his future business partner, Giammetti, that took his sexy collection to the world’s fashion capitals. Right from his first show in Florence, his client base began to strengthen. He has dressed public figures like Jacqueline Kennedy and Hollywood luminaries like Gywneth Paltrow and Julia Roberts – who even wore his gown to the Oscars. The 45th year of Valentino’s career was celebrated in Rome between 6-8 July, where apart from the golden fireworks, 33 dresses – designed over 40 years – were displayed too.

Valentino’s work has always flattered feminine contours, and his skill has earned him much respect. As Jattinn Kochhar puts it, “Valentino is a great pillar in the fashion world and he’s among the fewest of the few, who can match classic with contemporary. I think, even fashion institutes should include his work in the syllabus for complete knowledge and understanding of fashion.” So here’s to another 45 years of Valentino!

Edit Bureau: Swati Hora with inputs from Angshuman Paul

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Brand Recall

2008-04-02T17:10:00.000+05:30

Why Study Abroad When IIPM Gives You 3 global Advantages!

Indian Council for Market Research (ICMR) teamed up with 4Ps Business and Marketing and conducted a holistic study on the Indian Automobile Industry covering all the available four wheeler and two wheeler brands.

The four wheeler segment had major focus on the passenger vehicles which includes Passenger Vehicles (PVs), Utility Vehicles (UVs) and Multi-purpose Vehicles (MPVs). Similarly, the two wheeler segment was also surveyed which included scooters, scooterettees and motorcycles. The study was initiated by first, a comprehensive secondary study, taking into account data from SIAM (Society of Indian Automobiles Manufacturers) for the financial year 2006-07.

Based on this secondary study a list of leading automobile brands in various categories was prepared. Keeping the above categories in mind the following list of 26 automobile companies (in the passenger vehicles segment) and 95 cars (five cars under the brand name of Opel have not been taken into consideration for the final stage of the study as the production of these cars had been permanently halted and these were replaced by three cars under the brand name of Chevrolet) was prepared. This list of 95 cars was further short-listed to 70 cars based on the demand, preference & desirability of the brands. Similarly in the two wheeler category, the total list of 49 (few two wheeler brands currently not manufactured have been considered due to on-road presence, customer recall & feedback) was prepared from which 36 were further short-listed for the final survey.

After the initial secondary study, ICMR conducted a primary study to understand the consumers’ and dealers’ perceptions on the short-listed brands. A structured and detailed questionnaire was prepared and in-depth interviews were conducted amongst the respondents across the four metros, namely Delhi, Mumbai, Kolkata and Chennai.

A sample size (using random sampling technique) of 1,530 consumers and 137 dealers (the sampling for dealers was proportional to the number of dealers present across the country in the specified cities for both the categories. Each city was divided into four zones namely North, South, East and West to ensure full coverage of the city) were covered for the category of passenger vehicles. In the two wheeler category (see page 104 onwards) 1,890 consumers and 151 dealers were covered. The consumers were given higher weightage to remove any kind of bias that may originate from the dealers feedback. All respondents were asked to rate each of the parameters on a scale of 1-5 (1 being lowest and 5 highest). The parameters for the consumer survey were brand awareness, brand recall, brand image & perception, brand performance, technology v/s price-tag and value-for-money. The parameters for dealers included innovation, quality & design, re-sale value, after sales service, acceleration and fuel efficiency depending upon the category (parameters varied in the dealers segment in the two wheelers category) . The total weighted score of consumers and dealers was combined to prepare the final ranking in each category (two and four wheelers).

Apart from the brand specific feedback, ICMR also conducted an opinion poll to understand the consumer perception about the segments within the categories. A total sample of 2,000 respondents across the four cities was covered by the random sampling technique (See the top slug of each of the ranked cars - in the pages that follow - to witness the results of this opinion poll).

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Awards, disputes and challenges...

2008-03-27T11:54:00.000+05:30

Why Study Abroad When IIPM Gives You 3 global Advantages!

...mark the life & times of our newsmakers in this edition!

The fortnight that just passed by was another eventful one for India Inc. There were many names from corporate India that made it to the headlines of pink dailies. Some names bespoke achievements; some more were drenched in controversy; while others faced the challenge of a lifetime. Here are a few who made it to the 4Ps B&M list of newsmakers, this fortnight. It was not only an honour for the man himself, but also one of the most memorable moments for India Inc. Even as BusinessWeek ranked Azim Premji, the Chairman of Wipro, as the ‘world’s greatest entrepreneur of all time’, corporate India clapped hard for him. One of the architects of the Indian IT revolution, Premji has made Wipro Ltd. a force to reckon with. The only person from India, Premji got a place of pride amongst the likes of Bill Gates, Michael Dell, Steve Jobs and others. Premji, a 2005 Padma Bhushan recipient, has also received many other awards and accolades like being featured in the list of “world’s 25 billionaires, who changed lives of people” (Financial Times); and to the Time magazine’s prestigious list of 100 most influential people; to name a few.

Then there’s Mukesh Ambani, the chairman of Reliance Industries Limited, who finally managed to pull off the approval for his SEZ and also ended up in a controversy over his proposed ultra extravagant family home. The multi-product Navi Mumbai SEZ, promoted by Mukesh Ambani, finally got a conditional nod after two deferrals. Then again, the elder Ambani was seen making headlines as he ran into trouble with the Mumbai authorities over the legitimacy of the sale of the land, on which he plans to build a lavish family home. Mukesh, a Master of Business Administration from Stanford University, is the world’s 14th richest person with a net worth of $20.1 billion (Forbes list, 2007).

Last but not the least, with IT giant Infosys reeling under the pressures of the appreciating rupee, the new CEO of the company, S. Gopalakrishnan was also one of the most quoted names in corporate India last fortnight. A rising rupee, which works against exports, has severely dented IT exports from India, and it obviously reflects on the results of Infosys. The consolidated profits of the company saw a quarter-onquarter decline of 5.7%. These numbers have thrown up a big challenge for the recently appointed CEO, who has succeeded the legendary Nandan Nilekani. Definitely, these are testing times for Gopalakrishnan, and that too at the start of his CEO career. How efficiently the former Chief Operating Officer of Infosys handles the situation, will be manifest in times to come. But as the saying goes, ‘when the going gets tough, the tough gets going’, it’s only a matter of time before these stalwarts of India Inc. overcome the challenges they face and emerge with flying colours. 4Ps
Edit Bureau: Bikram Keshari Jena

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative
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