An attempt at restoring the lost biodiversity of Delhi

IIPM: What is E-PAT?

New Delhi: ecology: Restoring lost glory
If you are interested in seeing how the Yamuna banks were like a few hundred years ago or what species of birds were found in Delhi, just visit Yamuna Biodiversity Park (YBP) at Wazirabad in Delhi.

Many varieties of plants that have already become extinct from Delhi can be seen here. One such examples is Asthma Bel plant that is no longer found in the city. However, one can see it at the park. There are many varieties of plants which are found at 8000 ft, but have been brought to YBP. The seven-year-old biodiversity park now harbours a wide range of ecosystems of river basin which support more than 1200 plant species. These include finest wetlands besides a unique butterfly conservatory, a conservatory of fruit yielding plants, grasslands, tropical moist and dry deciduous forest communities, Acacia woodlands and a herbal garden.

Birds that have either become extinct from Delhi or are rare, such as Red Crested Pochard or ‘Lalsar’, can also be seen at the park. Faiyaz Khudsar, wildlife biologist and scientist-in-charge of Yamuna Biodiversity Park shares with TSI, “Coming of Lalsar at the park is not a common event. This bird indicates how effective and functional the ecosystem of the wetland is. It shows that the energy flow in the wetland is proper. This is very important for scientists like us. At present there are more than 3000 migratory birds at the park.”

The creation of wetlands serves three important purposes. Firstly, it adds to the diversity of habitats. Secondly, it performs the much-needed ecological functions of water purification, groundwater recharge, and storage of rainwater. And thirdly, it provides the soil for raising the ground level to avoid flooding in the post-monsoon period so that the development of terrestrial ecosystems and plant communities can go ahead unhindered.

Creating the park, however, has not been an easy task. The salt content in the soil was very high and it was a daunting task for the scientists to recreate the proper ecosystem of the wetland. Biologists used more than 160 varieties of grass to convert it into functional ecosystem. “When we got these 157 acres of land we understood that our task was not going to be easy,” says Khudsar.

In the second phase of the project 300 acres more land would be developed. After that it will be habitat of Sarus Crane and Pelicans. At present only one-third of the park is open for the visitors. Such kind of parks is very important from the point of view of urban biodiversity.

Long ago, the Yamuna riverbed was full of biodiversity. It ranged from the foothills of Shivalik mountain to Aravalli hills in the north. However, the biodiversity was lost due to rapid urbanisation. But a little of it has been recreated in the YBP.

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DEFINING MARKETING MOMENTS OF 2009

Savreen Gadhoke and Surbhi Chawla present the sizzlers, the scorchers & the whimpers that rocked 2009

From Obama to Fevicol, from Bigg Boss to the Ambanis, we bring to you the most defining marketing moments of the year gone by

Sibling rivalry redefined: Nobody has perchance used media as a tool to win points in a corporate battle, as the Ambanis have done. In the gas pricing issue between brothers Mukesh & Anil, the latter launched a campaign against the former by giving front page ads in almost all national dailies accusing the Petroleum Ministry of interfering in a corporate dispute and favouring RIL!

When mascot became larger than the brand: Vodafone’s newly-created mascots, officially called, Zoozoos instantly created mass-hysteria promoting its VAS offerings. Zoozoos successfully triggered a hot debate on whether creativity in 30-sec spots is enough to make killer brands. Well, Zoozoos did manage to create at least one killer brand – they themselves.

Superstar employees: Intel launched ‘Sponsors of Tomorrow’ to give an insight of the company to its consumers. The ad campaign highlighted Intel’s people and their revolutionary inventions. The campaign took Intel’s employees to another level altogether by calling them ‘Intel Superstars’ with a tagline: “Our superstars are a little different from your superstars.”

Engaging with real consumers was never so personalised: A marketing trend pioneered by Frito Lay’s Kurkure gained momentum like never before. So, we had Maggi (which printed real-life stories of Maggi-lovers on the packs) and Dove (which made brand ambassadors out of the contestants of Dove Real Face Test Campaign) engaging with real consumers, thereby enhancing brand loyalty and equity. Even Google, through the Doodle 4 Google contest, engaged school kids.

Changing the rules of the game: The telecom price war was never as intense as in the latter half of 2009. ‘Pay per second’ suddenly became the hottest pricing strategy applied by almost all telcos and was extended to SMS and roaming plans as well. But the game changing pricing strategy was first initiated by Tata DoCoMo’s GSM that offered the ‘pay per second’ plan to its customers – a breakthrough move by a new entrant in the GSM space. Same with RCom’s GSM offering, which charged one paisa per SMS from its customers. What better than hitting the biggies where it hurts the most…

Landmark for the generic brand: The mazboot jod of Fevicol completed 50 years in 2009. And to celebrate this landmark, Ogilvy India conceptualised the Moonchwali campaign. A lot of buzz was created even before the launch of the campaign as teasers were launched in multiplexes and movie theatres. Insertions in dailies intimated to readers that the Moonchwali is coming soon.

New way to introduce a spot on TV: To create frenzy around the news that Bollywood’s star couple Abhi-Ash are coming together for the ad campaign of Lux soap, it was decided to launch the campaign in the Lux-sponsored reality show on Star Plus – Lux Perfect Bride. The participants (paired as couples) were made to play the blind-fold game that Abhi-Ash play in the ad and dance to the tune of the jingle. For the first time ever, an ad campaign was introduced by way of a reality show.

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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EXPLOSION IN FOOD BRANDS

In fact, the consistent increase in agricultural output, combined with India’s second largest in the world arable area, have worked to a large extent to support easing of raw material sourcing issues for RTE and RTC products, a big reason for global giants to enter India. A FICCI estimate this year says that the year 2009 has been a record year for India’s food retailing industry as at least 20 convenience food brands have entered the Rs.9,900 billion Indian agri-retail sector. Who all are we talking about here? Starting from global giants like Walmart, Hershey to Indian players like Capital Foods, Mother Dairy, Kohinoor Foods, the list seems to be growing by the month.

The Ministry of Food Processing Industries reports that the food processing industry in India grew at 14% ytd as on October 2009, irrespective of the economic recession. The convenience food market, in consequence, has seen incredible foreign direct investments of $143.80 million. As mentioned before, international biggies have not only resorted to the acquisition route but also at the same time have attempted to create sturdy sourcing hubs for their global food businesses. MTR Foods Ltd is a brilliant example of how an Indian convenience food brand was simply lapped up by a global behemoth for such reasons. The Norwegian branded food major Orkla SA acquired the Bangalore-based MTR Foods Ltd for $80 million to get a snapshot entry into the Indian market. At the same time, Orkla is now using MTR as the sourcing hub for its overseas food business. And as Hemendra Mathur, Managing Director of Small Enterprise Assistance Funds, tells us, in cases of foreign acquisitions like Dr.Oetker, Orkla or even the much known HUL acquiring Modern Food, the biggest advantage is the transfer of R&D technology to the Indian hub.

Therefore, supporting such efforts of foreign companies is the Indian government, which is actually encouraging foreign giants to enter India. Consider the ‘Vision 2015’ approach undertaken by the Ministry of Food Processing Industries and CII, which is driven by a mission of overseeing a ‘three-fold’ growth in the size of the processed food sector by increasing levels of processing of perishables from 6% to 20% of total production. Apparently, a huge focus is also being driven into plans and policies that go on to ensure that value addition in food production is raised from 20% to 35% overall, including packaging and branding.

But one critical aspect that is being forgotten by the Ministry is that many Indian companies, even larger ones, sometimes do not come up to global process and production benchmarks. For example, bullish on the lucrative exports market, not many know that the UK based Rotschild’s FieldFresh had tied up with the Bharti group much before Walmart had. Some members of that venture reveal to 4Ps B&M that Rotschild’s extremely demanding speed of sourcing was really hard for the Bharti group to match up to – and the obvious result, the members disclose, was that Bharti last year bid adieu to Rothschild and embraced Walmart.

At the same time is the case of North America’s leading chocolate and confectionery manufacturer, Hershey, which tied up two years ago with Godrej Beverages and Foods Ltd. Christened as Godrej Hershey Foods and Beverages Ltd, this JV in a time span of two years has not only grown by 20% but has become a major supplier to other players like HUL (for its Kissan brand). In a symbiotic relationship, the JV gives Godrej international technology to grow its food and beverage business and gives Hershey a platform to launch its brands in the attractively fast growing Indian confectionery market.

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.
IIPM enters into media education
IIPM makes record 10,000 placements in five years
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here
Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

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

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• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

MAD. AVENUE: NOT SO HOT ANYMORE?

Marketing bigwigs globally have been favouring small, closely-knit agencies for their personal attention for sometime now

Watch Kenny Tomlin – his eyes fixed on a huge flat-screen monitor - in his mousy office housed in an equally nondescript business centre in Wal-Mart’s home town Arkansas and you may at first refuse to believe that he’s the CEO of an agency that is betting on bringing in $7.8 million as revenues for 2009. But Tomlin intends to do exactly that with his three-year-old digital agency, Rockfish. Tomlin’s start-up has stacked some big brands into its purse, including Wal-Mart, P&G, Tyson Foods and Hershey’s. During a year when many big agencies were choking on the recession storm that swept America, Tomlin’s lean and unique business model has kept Rockfish Interactive afloat and growing. So why have biggies like Wal-Mart (which usually works with large agencies like Martin Agency and R/GA), chosen Rockfish to conceive and implement their online marketing initiative? Suraya Bliss, Sr. Director for Communications at Wal-Mart Stores gave the answer to Adage in a recent interview. “They helped us address tough issues, and haven’t lost sight of creativity in the process,” says Bliss, adding that Rockfish helped Wal-Mart with “challenges on the back end as well.”

Bliss is not the only marketer harboring such radical sentiments. While the trend has only now begun catching on in India, big marketers in the US have been favouring small, closely-knit agencies that give them personal attention for sometime now. The fact that they also come 15-20% cheaper than the fancy agencies – with large overheads and swank offices – on Madison Avenue is just an added benefit tipping the scales for recession-hit marketers. And that (recession) is another cause and effect syndrome that is prompting a new craze for agency entrepreneurship in American ad-land. Prompted by layoffs, job insecurities or simply personal dissatisfaction at big agencies, these outfits mostly specialise in digital or social media.

But exceptions like P.J. Pereira and Andrew O’Dell are creating waves too. Both of them quit high-flying executive jobs with big agencies and launched their namesake multidisciplinary agency in San Francisco last year. In an interview, the pair told WSJ: “The problem with most existing ad agencies is that they either have a traditional focus or a digital orientation — and either way, marketers aren’t as well-served as they could be.” They pride themselves on their USP of hiring employees with unusual backgrounds rather than advertising experience, including a wine expert, a music producer, a shark wrestler and a Hollywood screenwriter – some of whom have already delivered award-winning works during the agency’s 18 months. Pereira’s strategy: To think outside the box, one must have people who’ve lived in different boxes! And it works because Pereira has a small team that functions in a casual ambience. Point is, global marketers are increasingly getting convinced by the logic of ‘small is big on delivery’ - Pereira O’Dell has already landed hi-flying clients like toymaker Lego, Pony and the University of Phoenix. The agency’s “strong growth, significant client wins and outstanding creative work” has already landed it the title of ‘Small Agency of the Year’ in AdAge’s first such awards.

Agency consultant Michael Gass believes that there has been a paradigm shift in the manner that small agencies acquire business. Breaking popular perception, he argues that now 80% decision makers find their agency and not the other way round. And if pull is hotter than push in ad-land now, then ‘delivery’ is bound to have more weight than candy floss dressings and plush office decors. Going by recent accolades, awards and new business wins, the small guys are certainly ‘pulling’ in the crowd with their cost effective deliveries, and above all, involved solutions for client problems.

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

Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

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• Hindustan Times Article - Publisher goes underground
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It’s a ‘Yes’ to retailing

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Yes bank may have registered 20% growth in revenues till September 2009 when the entire banking industry was reeling under slowdown blues; it still lags way behind others when it comes to retail penetration. Rana Kapoor, CEO, Yes Bank is equally aware of this and has clearly crafted plans in place to turn this challenge into a lucrative opportunity. This was palpable when the company rolled out 50 outlets and unveiled its plans to add 50 more outlets by 2009-end. Yes Bank even rolled out a TVC showing a money plant growing. But there’s more to it as Rana Kapoor is sending the plant to all stakeholders of the company. As Kapoor points out, “We always believe in enhancing our stakeholders as they’re the ones who make us what we’re today.” But can a money plant convey the retail penetration of Yes Bank?! Well, sowing seeds could have been a better idea!

Angshuman Paul

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.
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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• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

OF POLITICAL INTEGRITY?

Naveen Patnaik, CM, Orissa

For someone who was pals with Jacqueline Kennedy, David Bowe and others of the Hollywood swish set, and knew French better than Oriya when he joined state politics in 1997, Naveen Patnaik’s smooth transformation into a ruthless politician has stunned many. The icing on the cake came earlier this year when his Biju Janata Dal swept the state polls and that too after snapping ties with 11-year ally BJP. His success is easily explained by the manner in which Naveen has carefully crafted his image in the public eye. Watch him speaking easily with farmers under the scorching sun in his constituency – perhaps enumerating the benefits of his Rs.2/kg rice scheme – and you’ll forget the fact that this man has stayed away from his home state and politics for a better part of his life. A confirmed bachelor, Naveen’s mild mannerisms, battle against corruption and pro-poor agenda have made him the cynosure of all eyes. Known as the thinking politician, his clean image has wooed biggies like Arcelor-Mittal, POSCO, Tata and Vedanta into the state. No wonder, supporters hail him as India’s apostle for good governance!

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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• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Spicing up things…

IIPM: An intriguing story of growth and envy

At a time when most of the full-service carriers have gate crashed into the supposedly feasible low-cost model, SpiceJet has decided to go against the herd. Anish Srikrishna, Sr. VP, Marketing, SpiceJet, highlights the airlines’ differentiated positioning...

4Ps B&M: How important is it for SpiceJet to build a brand and what are the challenges related to it considering the current turmoil in the sector?
AS: SpiceJet was launched as a carrier that always aimed to provide safe, value-for-money, comfortable and hassle-free air travel to its travellers. The brand’s rapid growth over the first four years since it took off has been built on excellent customer experiences and positive word-of-mouth. But now that we are doing well and growing, it is important that we expand the brand’s reach and appeal to our prospective target audience. The challenge has been to connect with our audience and position the SpiceJet brand as one that offers more than others in the business.

4Ps B&M: When at a time most of the full-service carriers are moving into the low-cost and low-fare business model, how do you plan to differentiate your brand from the increasing competition?
AS: Almost all the airlines today are highlighting the ‘low-fare’ factor as a differentiator. However, we want to place ourselves differently and aim to position our brand as one which caters many services, apart from providing low fares to the customers. The idea is to develop a brand that delivers value beyond the price point. And to achieve that, we are not only providing a safe, modern and young fleet who deliver services in a more efficient and friendly manner with on-time service; but are also committed to listen to our customers so that we offer experiences that they value. All these positive experiences keep the brand alive and fresh in the minds of our travellers. Thus, such kind of positioning definitely cuts through the clutter in a sector that is driven by competitive pricing, which have threatened to commoditise the brands.

4Ps B&M: Is your latest ‘Get More When You Fly’ campaign in line to highlight the same?
AS: Our latest campaign definitely highlights SpiceJet’s unique value offerings for our fliers. When we say ‘Get more,’ we mean that we offer more intangible services to our customers like providing complimentary supervision for minors travelling alone, allowing web check-in without any extra cost, savings on return fares, waiver for sports kits and even selling hot tea and coffee in flight at 30,000 feet at a very reasonable price of Rs.20, et al.

4Ps B&M: What is the marketing mix adopted by SpiceJet to gain maximum reach for its marketing initiatives?
AS: We are looking at a 360-degree approach for our marketing initiatives so as to achieve maximum reach and communicate to all our travellers. For our latest campaign, we are looking at various Indian magazines, radio channels, print, outdoor, et al.

4Ps B&M: How much budget have you earmarked for your advertising and brand building initiatives?
AS: Well, I cannot give you an exact number but we nearly spend about 3-5% of our annual turnover on our advertising and brand building exercises.

Ratan Lal Bhagat

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

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

TATA TEA - AGENCY: MADISON MEDIA

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

MISSION: Tata Tea wanted to connect with youth. So it re-crafted its communication from brand benefits to a cause driven impetus; from a brand of tea that wakes you up, to awaken the youth to support a social movement.

ACTION PLAN: For the launch of the campaign, Internet was used as the key action-driver and jaagore.com – an online voting registeration site was developed to simplify the otherwise cumbersome process of getting a voter ID card made.

LOLA GK: To get the youth to register on the site, Tata Tea partnered with Channel [V] to create a series of hard hitting spots – ‘Vote ya vaat’ anchored by young celebrities and politicians voicing their individual thoughts. VJ Lola travelled through the country to talk to youth on politics and elections – in her typical whacky style. Next, Channel [V]’s other VJs spoke to the audience about the myths related to voting and finally, short, focused messages from the Bollywood youth icons rounded off the Channel [V] campaign.

RESULT: The campaign reached out to four million youth in the age group of 18-24 years, playing a vital role in the ‘0.7 million new voter registration’ on jaagore.com.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

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

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

The power of change

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

He has not yet completed two months since he assumed the office of CEO of the world’s largest consumer products company, Procter & Gamble (P&G), but Robert McDonald (Bob, as he is fondly called) is all set to give a major growth push to the company. Bob, after surveying the market conditions, has launched a brand new marketing strategy to beat the slowdown blues and has kickstarted growth by promoting his ‘purpose-inspired-growth’ strategy that focuses on P&G’s culture and values. Bob hopes to integrate leadership and value-creation for stakeholders. And this, according to him, can be achieved by a radical change in the thinking of the employees by truly adopting the values of change. Now that’s what you call the power of change - a positive change, of course!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

BSNL banking on WiMax...

Following closely on the heels of MTNL, now BSNL too has invited global bids for its WiMax foray. It is expected that WiMax would help in providing the last mile connectivity for the wired broadband and help in increasing its reach. The broadband penetration in India currently stands at a mere 5% of the total population and one of the major obstacles in its growth is considered to be its reach. With the help of WiMax technology, BSNL hopes to address this problem and get more customers in its kitty. However, the problem with BSNL lies in its service delivery and not in terms of reach and pricing. As it is this public sector has the maximum reach in the country as far as broadband is considered and the prices are also competitive. But, most people who have been using its service complain that it is good till the time one does not encounter a problem as the time taken to solve complaints and the slackened attitude is what gets on the nerves of most customers. Analysts believe that the future of the landline connections lie in the hands of popularity of broadband and it would give BSNL a very good opportunity to rectify its churn rate, but for that the company would have to be serious about its customer grievance solving system, especially when the private companies like Bharti Airtel, RComm and Tata Teleservices are going gung ho about their wireless broadband. And if these services pick up because of the convenience and their better offerings, then there would be no way that BSNL will be able to catch up with them.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

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

IIPM - Admission Procedure
IIPM, GURGAON
IIPM 3-year full-time Integrated (MBA BBA) Programme
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A persistent customer connection and consistent quality performance has helped Tata Group to rise as a brand, finds Ratan Lal Bhagat

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In true sense history of India Inc. will always be incomplete without taking into account the legacy of over a century old Tata Group. The multinational conglomerate, since its inception in 1868, has crossed boundaries to establish its brand authority in markets across the globe. From steel to automobile, tea to telecom, the giant’s product portfolio is perhaps the most diversified in this country. Yet, it has been able to maintain an enviable consistency in meeting the needs of its versatile target audience making brand ‘Tata’ nothing less than an icon. The brand has not only withstood the test of time, but also has created a tag like the ‘pride-of-India’ in the minds of the consumers. And all of this has allowed brand Tata to grab the second rank in 4Ps B&M India’s 100 Most Valuable Brands 2009 list.

Going by the global standards, in the last fiscal, Brand Finance (an independent company focused on the management and valuation of brands) summed the brand value of Tata Group of companies at a whopping $11.4 billion. Brand Tata was ranked 57 among the top 100 global brands. So, what’s the secret of this success? Well, the group follows its brand building mantra – Leadership with trust – very religiously. But then, more than the mantra, it’s the strategically developed brand association with consumers that has done the trick. Avers Ronnie Talati, VP & Business Head, Fastrack to 4Ps B&M, “The brand Tata has evolved so much with time that today which ever segment the brand enters; it has its own trust and goodwill.”

Even today, almost all the campaigns coming from the stable of Tata Group are sticking to the same line. Be it Tata Tea’s Jago Re... or Voltas’ India ka dil, India ka AC or Tata Nano – The People’s car; they are all targeted at the aam admi with a sense of patriotism and trust, thus managing a better connection than many others. Supports Yashish Dahiya, CEO, Policybazar, “Tata Group has built on its rich heritage and added to the flavour of the current times. Apart from building on the traditional sectors, it is now championing the sunrise sectors like IT, hospitality and consumer products.” Certainly, owing to its rich legacy and thought provoking campaigns, the brand has been able to create a strong influence on the masses.

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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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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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Time to focus on Brand

The impact of the economic slowdown seems to be finally moving away from the Indian pharmaceutical industry. And riding on the roll back, Lupin, India’s fifth largest drug maker in terms of sales, has just unveiled its ambitious growth plans. After a successful stint in India, Lupin is all set to capture the US market. The company is planning to launch new branded generic drugs every year in the US in specialised theurapatic areas. And why not? The US pharmaceuticals market has always been a priority market for this drug major. In fact, it contributed around 35% to Lupin’s consolidated revenues for the financial year ending March 31, 2009. However, Lupin, which is one of the fastest growing company and is also amongst the top ten players in the generic markets including US, Japan, India and South Africa, has made this strategic move to increase its revenues and at the same time shield itself from the fluctuations of prices in the unbranded generic segment. Considering the fact that a lot of patents are about to expire, the move certainly makes a lot of business sense. Moreover, the advantage of having branded generic version of the drugs is that even though the cost of the drug comes down, the company can still continue to benefit from the sales of the drug even after the patent expires. This strategy has in fact been followed by many branded drug companies across the globe. Last year, Merck & Co. had also adopted the same strategy when the patent for its blockbuster osteoporosis drug was due to expire. It went ahead with the route of having branded generic version for this drug. Similar was the case with drug major Pfizer, which started selling the branded generic version of its antidepressant, after it went off patent in the year 2006. All this shows the enormous potential that this segment has. Even the stock market has responded favourably to this decision of Lupin and its share prices have soared after this announcement. No doubt, the strategy will further strengthen its presence in US and will add on to its revenues, but then, with rising competition from its domestic counterparts, the company will certainly have to fight hard to make its presence felt in the branded generic segment in the US.

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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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Chaebols strike back

One of the sectors worst hit due to the recessionary waves across the globe was the consumer electronics segment. With consumer spending declining in American and European markets, the consumer electronics companies were suffering with a tremendous drop in sales and exports. Korean Chaebols, LG and Samsung were grappling to find a way out of this and looking at ways to boost consumer sentiments and enticing them to spend. So it does not come as a big surprise that the two South Korean majors have managed to post a better-than-expected performance in the quarter-ended June 2009. Both companies have attributed the reasons for their healthy bottomlines to the bullish sales of TV and mobile phones and are forecasting that the quarter ending September 2009 too will yield healthy figures. LG has already announced that it expects its sales to increase by 10% in the coming quarter. One of the reasons for the strong growth numbers for these companies is that both had launched smartly priced touch phones, which did good business across the globe. LG has already displaced Motorola from its third position in the handset category and is looking aggressively to increase its market share. However, the overall market situation is still grim with Sony Ericsson posting a loss of $302 million for the same period. Market leader Nokia has also cut its outlook for the year ahead. A strong yen is keeping the profit margins of companies like Sony, Panasonic, Sharp and Toshiba under tremendous pressure. LG and Samsung did well in the last quarter as well. Sales of their flat screen TV and Liquid Crystal Display units also seem to be following an upward trend as consumers are expecting these products to offer latest technology at affordable prices. Analysts too are bullish in their expectations from LG and Samsung and are hinting that it could well be a sign that the two chaebols are entering into another growth phase.

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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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An out of this world experience...

This is what most people expected from the Bandra-Worli sealink when it was showcased to the Mumbaikers last week. However, all those expectations seem to have been washed down the drain, in the early days itself. What’s more, it has started to give nightmares to its makers and even the government. One of the major reasons for the same is that this bridge over the sea has not achieved the kind of traffic it was supposed to get. A survey done by Mumbai Transformation Support Unit of the All India Institute of Local Self Government had shown that around 75,000 passenger car units were supposed to use the sealink on a daily basis, but till now only 32,000 are actually doing the same.

One of the reasons, why people are shying away from using this sealink is that it was build with an objective to reduce traffic congestions and the traveling time. As a matter of fact, in a report given to 4Ps B&M, HCC showed the kind of technology and planning that had gone in making the link and how it would reduce the traffic time for the Mumbaikars to just 7-8 minutes from 40 minutes between these two places. But, jams and chaos that are being caused on the link are actually ending up wasting more time standing on the bridge. Experts also believe that since the link does not cover the western shores, it’s not proving as useful as it was expected .

Moreover, as it’s built on a public private partnership (PPP) basis, it shows some of the biggest loopholes that are present in PPP projects. It’s not that there are any shortcomings in building this sealink, but the time, energy and cost that has been invested in its making has been more than expected. The deal was awarded to HCC way back in 2000, but the Bandra-Worli sealink has shown extensions both on the cost as well as time side. The project was expected to end in 2004, but it took five extra years to finish it and open up for public use. The cost of the project also surpassed its expected level of Rs.300 crore to reach a whopping Rs.1,600 crore.

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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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HUL’KING UP THE GLORY, YET AGAIN?!

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IN A DIFFICULT MARKET CHARACTERISED BY RISING RAW MATERIAL COSTS AND DECLINING CONSUMER BASE, HUL HAS STORMED BACK

HUL has seen one of the best times in the year 2008, as the major has become the only FMCG company to have recorded a robust growth irrespective of the present economic turmoil. After years of sluggish growth, the MNC has started recording impressive growth figures and appears to be back in action.

For the third quarter ended September 08, HUL recorded a net sales increase of 20% to a very convincing Rs.4,02.78 billion. Additionally, FMCG sales from Indian market saw a hike by 22%. There’s more! The last two quarter results saw an average net sales growth of 20% and such positive results were expected to be carried forward. The top brass of HUL agree that Nitin Paranjpe and Harish Manwani, the present CEO and Chairman respectively, are the best leaders that HUL has had in the past two decades. The duo stumped market watchers, when for the third quarter, HUL recorded a whopping 34% increase in net profit, now at Rs.5.46 billion. Starting from price hike to penetration, the zealous CEO, resorted to all ‘P’s to sustain his company’s market share. The CEO’s strategy to increase prices, on account of increasing raw material costs, has been well received by both the internal team as well as trade pundits. On an average across 20 categories that HUL straddles, there has been a hike in prices for products between a mean of 1-28% yoy. According to Tushar Bhattacharya, a senior FMCG analyst at FICCI, the move “didn’t disturb the sales of HUL as most of the brands owned by HUL have a strong value proposition where consumer won’t mind spending more.” Interestingly, growth in the personal wash segment (with Lux and Lifebuoy leading category growth) was mostly price led.

Apparently, it is not only the price factor that has helped HUL move out of its earlier impasse. Another strategy that has helped the company stand at the heel of competitors has been continuous product line rationalisation in 2008. Initiatives in the shampoo (new Dove), skin (where Ponds gained momentum with new launches), laundry (with innovations like Rin matic) and several other categories benefited HUL immensely. Besides, the clear cut positioning of Axe-‘dark temptations’ in the deodorant category also helped HUL gain ground over relatively new competitors (read: ITC) in the market.

Comparatively speaking, however, this year even Godrej Consumer Products (GCPL) did a massive re-positioning exercise for its masculine brand Cinthol with Hirthik Roshan. To beat GCPL, HUL concentrated on its penetration strategy instead. Currently, Axe has presence in more than 15 states while GCPL’s Cinthol has a presence in just ten. Apart from urban centres, HUL’s omnipresence in rural India (displaying a strong 30% growth) across categories has also helped. Now that the suave management honchos at HUL have managed to save their mega-corporation from decline, there’s cause to pause and take stock. While competition is at its lethal best, consumers are increasingly getting tight pocketed. So will the ‘Fair & Lovely’ run last?

Angshuman Paul

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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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C’mon India, Teach India

1500-plus IIPM students placed across the country with 44 bagging international offers

‘Each one teach one’ became passé as The Times of India group (after the success of its Lead India campaign) launched the ‘Teach India’ campaign in July, even as it pledged to form India’s largest classroom. The initiative required volunteers to take out two hours every week and teach under privileged children & illiterate adults to empower them with the sword of knowledge. The campaign achieved a record 10,000 volunteer sign-ups within the first three days of the launch. The initiative hit the right chord with the Indian youth, who till now were only concerned about social issues, but did not have an appropriate platform to express their concerns into actions.

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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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Idiocy on the idiot box

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Things change almost on a daily basis in the GEC space and ten days of a blackout may not do much harm for now, but GECs need to watch their backs so that a similar situation does not crop up again in the near or distant future. Sources indicate that the present truce is merely a temporary deal – and the fire may flare out again and soon. Minimum demands of TV workers have been met and more discussions are to take place.

In this recent blackout period, viewers and advertisers mainly migrated to cricket (thanks to the euphoria created by Yuvraj's sixes against the Aussies), movies and music genres. Sports channels had been the biggest gainers, with 50% increase in their GRPs for the period November 10-14, followed by movies and music category, which gained 40% and 30% GRPs respectively (aMap data). Had the strike continued for long, it may have proven to be a golden opportunity for them to expand their audience base. Take 9XM and MTV, which have already been poaching eyeballs from other genres, for instance. MTV Roadies sixth season (to be kick-start on November 29th), would have robbed a lot of youth audience from various channels (maybe many of those who were hooked on to various reality shows on GECs). “During the strike, eyeballs got addicted to other genres like movies and music, which meant more variety for advertisers, who so far had to stick to GECs when it came to numbers,” offers a Delhi based media planner.

Within the GEC category, Colors has got the highest GRPs (117.51 points) during November 10-14, as it remained the only GEC airing some fresh content in the form of Big Boss. Similarly Sony’s repeat telecast of Indian Idol 4 also boosted the channels’ GRPs by 7.7%, making it the only GEC to have actually gained GRPs during this lean and mean period.

Fact is that this temporary setback as a result of the blackout could have resulted in a permanent backlash for GECs. It had all the potential to change the rules of the games, but for some last minute divine intervention that must have seen broadcasters heave a sigh of relief. Reportedly, wages for striking workers from now will be monthly deals, with a 7.5% raise, better work timings and they'll be paid overtime. For now, no one seems hurt by the melodrama... But in an industry plagued by rising input costs, the impact of a further rise in salaries of workers is certain to translate into higher costs for advertisers. Broadcasters had in any case been rooting for an increase in ad rates for some time now and the last shove may well come from this deal with TV workers unions. The good news however is that unlike the saas bahu operas that continue tirelessly for years, with this break of deadlock, the biggest crisis ever faced by the Indian TV industry has come to an end.

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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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Honour, well deserved!

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Retrospecting on Hema’s reflections...

She chewed our ears off as the motar mouth Basanti, she took everyone’s breath away as the ultimate Dream Girl and with each passing year, she continues to glow just as radiantly. A great mother, an ace actor, a beautiful performer and a sharp politician; she performs the balancing act with absolute ease. At 58, Hema Malini steals glances with her charming elegance and poise. She started her second innings with Baghban and what a comeback it was!

The Bangkok International Film Festival (July 19 – July 29) honoured the lady and held the first retrospective of her career. Hema left for Bangkok with her younger daughter Ahana, to revive old memories and enjoy the adoration and recognition. One witnessed Lal Patthar, Sholay, Baghban and Dillagi being showcased at the festival. Ravi Chopra, the maker of bhagban , has only praises to spare, “I personally feel that this honour is well-timed considering her contribution to the Indian film industry has been tremendous. In fact, amongst the yesteryears’ actresses, Hema Malini was one of the only real superstars. She is a great artiste and looks better than lots of new-age women. All I can say and hope is that it’s only the beginning for her and I look forward to working with her in my future projects.”

Hema walked the red carpet, clad in a beautiful traditional saree, and we bet she loved the attention and is now basking in the afterglow!
Edit Bureau: Neha Sarin

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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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