Showing posts with label 4ps. Show all posts
Showing posts with label 4ps. Show all posts

Saturday, January 12, 2013

Stress management at workplace

This case study is a peculiar example of organisational psychopharmacology, a science dealing with the stress management of employees. Rajul was efficient in his job and was close to the top management. As a senior he was also answerable to the management. He was being paid well, yet he did not have job satisfaction as he thought the work was monotonous and probably he did not find growth opportunities. Functional tension is a must in employees in order to make them work at optimal level of efficacy and effectiveness. However, dysfunctional tension causes an employee burn out in the long run. The following reasons can be identified for Rajul’s dysfunctional tension:-

Personal reasons: A popular concept in management is, “One should pick up a job which one likes or pick up any job and develop liking for it.” Rajul had been, by and large, doing well as marketing manager. But still, he saw no career development opportunity in GT. He carries this tension home and fights with his wife and shouts at his children. Happiness is a decision and not a dependency. Perhaps Rajul has to learn to be happy and like his job.

Organisational reasons: The chairman, Goldy, being a short tempered lady made Rajul tense while asking for last year’s annual financial report. Remaining cool and not offending the employees is essential for effective functioning of an organisation. Also in weekly conference, when Kaushal and Rajul had heated arguments, Gaurav should have intervened to remove their misunderstanding. Should any organisation recruit employees on recommendations of senior managers, without checking their suitability? Top management of GT has indulged in favouritism by allowing Rajul to be closer to them, which seems to have created professional jealousy. Click here to read more..

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Saturday, September 27, 2008

The stork’s at our beck and call!

While every woman dreams of becoming a mother, getting pregnant requires reflection…
It is a generation where numerous give more importance to their careers than to social interactions and many spend more time with their computers than their respective better halves. Confident that technology, like always, will save the day and allow one to procreate whenever one wills, people are allowing their biological clocks to tick away. Buoyed by successful cases like that of Jennifer Lopez, 38, who recently gave birth to twins, and our queen of masala movies Farah Khan, 43, whose triplets are at the moment harvesting gifts from the film community, late pregnancies are becoming the norm, rather than an exception.

Says Dr. Swati, Gynecologist and IVF-fertility specialist, “While 20-40 is an absolutely safe age group to give birth to a child, 40-50 needs to be closely monitored at all points of time and beyond 50 is not recommended.” The pregnancy of the 42-year-old film director Farah Khan had made many skeptical but her delivery of three healthy babies has intrigued all those who wish to postpone parenthood and finish their education or invest in their career; or for that matter because of the belated arrival of their soul mate.Continue.....
Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Monday, September 22, 2008

It’s the last chance for Microsoft to mark a presence on the Internet.

What’s important is that Yahoo! – like its fiercest competitor and market leader, Google – has announced that it will extend the Internet advertising model to the mobile environment. In this case, the combine could derive huge synergies through a combination to provide Yahoo! access on Microsoft Windows Mobile smartphone platform. Microsoft may be able to leverage the strengths of its core Windows and Office businesses, by drawing consumers to its website.

But the main strategy behind the proposed takeover is to somehow walk away with a huge slice of the global online advertisement market. According to experts, online advertisement is likely to grow at a significantly phase; it will double from $40 billion in 2007 to $80 billion in 2010. In this context, Yahoo!, with a huge presence in online banner ads, does provide Microsoft with a compelling proposition. And it is the only way that Microsoft can even ever hope to catch up with Google, which currently enjoys a huge 75% share of the paid search revenues worldwide. As Kevin Johnson, President (Platforms & Services Division), Microsoft, sums it up: “The combined assets (of Microsoft and Yahoo!), and the strong services focus of these two companies will enable us to achieve economics of scale, while reaching R&D critical mass to deliver innovation breakthroughs.” He adds that “the industry will be well served by having more than one strong player, offering more value and real choice to advertisers, publishers and consumers.”

Despite the apparent benefits of the Microsoft-Yahoo! deal, there are some analysts who continue to remain apprehensive and wary. Andrew Frank, Research VP, Gartner, is one of them. “Although the synergies between the two companies are certainly great, the merger also raises the question of how effectively the two firms will be able to continue operating during their integration period. The online advertising business requires significant levels of account service and even the perception of a diversion could wind up delivering business to their competitors,” he explains.

An analyst at Yankee Group agrees, “Media companies and technology companies mix like oil and water. All mergers are difficult, and Microsoft is going to have to make some major changes in corporate culture in order to successfully execute on this acquisition.” The story of AOL and Time Warner proves how culture issues can derail any merger. Studies by consultancy firms have proved that culture and integration-related issues normally turn out to be the most critical in any mega M&A.

If this wasn’t enough trouble, Microsoft will need to tackle both Yahoo! and Google to pave the way for a successful acquisition. Yahoo!’s CEO Jerry Yang is not in a definite mood to tie the knot with Microsoft. Realising that Microsoft is willing to pay a huge amount, Yang will probably try to woo other suitors to start a bidding war, and extract the best price possible. At the same time, market leader Google will leave no stone unturned, and no optic fibre dissected, to nip Microsoft’s M&A in the bud.

In fact, the American media is speculating that Google may play spoil sport to scuttle Microsoft’s attempt to buy Yahoo!. Media reports suggest that Google CEO Eric Schmidt called up Yang, and offered him the option to collaborate with Google, instead of Microsoft. Although Yahoo! had not publicly replied to Google’s proposal, some analysts believe that combining with Google is a better deal. A Google-Yahoo! deal will enable Yahoo! to outsource its advertising functions to Google and focus better on segments like mobile applications, social networking and content.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Saturday, September 20, 2008

“Policies were aimed to provide healthy competition, and level-playing field”

How will the merger of Indian and AI help in terms of route distribution and profitability of the new entity?

The merged airline is working towards providing seamless connectivity of regional operations, short to medium haul trunk operation, and long haul operation – thus offering improved product through wider network coverage. The new airline is the largest in the country with a fleet size of almost 120 aircrafts, comparable to other airlines in Asia and more aircrafts are on order. It is enabling the enentity to have national and international footprints, achieve synergies, and reduce costs. The merger will also provide significance synergy for procurement, sales and distribution, besides affording an opportunity for elaborating common assets.

What about the other logistical issues, best management practices, allocation of cadre and staff, division of labour, trade unions, and hierarchy? The interests of the employees have been taken due care of through the scheme of amalgamation approved by the ministry of corporate affairs. All employees of the erstwhile Indian, and Air India, have become employees of NACIL without any breach or interruption of service and on terms and conditions not less favorable than those applicable to them earlier. A three-tier grievance redressal machinery has been put into place to address employee grievances.

AI has offices on stations that do not have any flights. What are you going to do with these extra stations?

Air India is re-working its route plans, and with acquisition of more aircrafts, it plans to connect many more places where hitherto it was not able to, operate to due to the lack of availability of aircrafts.

Are you thinking in terms of increasing the number of flights, and is there any positive movement towards signing more bilaterals?

Traffic rights of international operations are specified in the bilateral air services agreement with foreign countries, which are reviewed from time to time as part of ongoing process depending upon traffic demand, balance of benefit to our carriers, overall interest of national economy, diplomatic and political consideration. Actual operations including route selection are however left to the commercial judgment of the airlines. Presently, India has air services agreements with more than 100 countries.

How do you balance the government’s commitment to social security which means no retrenchment or golden handshakes, and economic common sense which emphasises on trimming staff and maximising output?

In the aviation sector because of its phenomenal growth there has been no need to cut down on staff. In the airport sector, the AAI is modernising 35 non-metro airports and bring them to world-class level. Besides, a number of unused airports and air strips are being made operational and, hence, the question of decreasing staff strength in this sector does not arise. Even for the merged airlines, Air India, the requirement of staff strength will only go up as new aircrafts, orders for which have already been placed, are being delivered and as the airlines scales up its operations. What about disinvestment?

Air India is expected to bring out its IPO towards the end of this year. The airline will be working out details of this programme along with its consultant for the consideration of the government.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

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Tuesday, September 02, 2008

His is a more effective doosra

He is one Indian captain-batsman who has to regularly contend with unplayable cutters, bad umpiring, fabulous catches, and cricketinsipid stints at the wicket. Although he has managed a few centuries, they are coupled with several pairs. Meet Sharad Pawar, whose stay at the crease as BCCI (Board of Control for Cricket in India) President has been consistently controversial. The reason, says a cricketing legend of India, is that while “he’s good at listening, he actually never considers the interests of team members. Strangely his interests always coincide with BCCI’s.”

From Coach Greg Chappell’s ouster to conflict with former BCCI Chairman Jagmohan Dalmiya, players’ compensation to gag orders on them and the selectors, from the recent ICC ban on Harbhajan Singh (which was revoked) to Captain Anil Kumble’s decision to defy BCCI and refuse to continue with the current Australian tour (which remains a crisis despite BCCI having changed tracks in players’ favour), Pawar has been in the eye of cricketing storms.

But he handled them like an astute politician. Take a look at what happened in Australia last week. ‘Bhajji’ was banned for three tests for an alleged racial comment against Andrew Symonds, and BCCI said that it would continue with the tour for monetary reasons despite a hue and cry in India and by the team members.

But when captain Kumble refused to be cowed down and said that the team wouldn’t continue with the tour, Pawar acted within hours. He nearly ‘managed’ the situation. Using BCCI’s clout – India accounts for majority of cricket-related revenues among all nations – he convinced ICC to get Steve Bucknor (who gave wrong decisions against the Indians in the second test) out as the umpire in the subsequent two tests, and suspend Harbhajan’s ban till the final inquiry. Says Indian cricket team manager Chetan Chauhan, “He’s one of the fewest Presidents that BCCI has had, who knows how to extract the best from his team.”


Similarly, when Rahul Dravid quit as the Indian captain, and BCCI was taking a part of the flak for his decision, Pawar bowled a great ‘doosra’. Immediately, he announced that the non-controversial, clean and humble Kumble would be the new test skipper. In a flash, he nipped all possible and probable contentitious issues in the bud. Says a renowned sports writer, “The decision stopped all debates and discussions. No one could argue with the fact that Kumble deserved it better than any other cricketer.”

Many of his supporters contend that Pawar is possibly the best all-rounder, albeit only as a sports administrator. “I think he has really done wonders for BCCI, and apart from his passion for sports, he has several years of experience in working with cricket administration,” says former cricketer and Parliamentarian Kirti Azad. It may not seem like a hollow boast, as prior to becoming the BCCI President, Pawar was closely associated with Mumbai Cricket Association and he would always be remembered as the man who created the Rs.20 million state-of-the-art cricket complex in Mumbai’s Bandra-Kurla area.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, August 26, 2008

The great Indian railway hazard

Security, crowd and service led Indian Railway towards mess
After the inception in 1853, Indian Railways, steadily blossomed into a colossal organisation, to become the second biggest rail network in the world. But yet, one and half centuries later, the great railway network remains overcrowded, vulnerable to security and poor service provider to the enormity of India’s goods and 1.1 billion population!

Indian Railways (IR) is perhaps at present at its zenith of glory and development. It has started running into profit, revenue has also increased by 16% over last year. It carries 16 million passengers daily. Still, it is mostly overcrowded to the point that a traveller has to wait for months to get a reserved ticket. The sheer madness that goes with travelling in a general compartment shows us profoundly the pain that one needs to undertake while travelling in our most esteemed Indian Railways. The reserved sleeper classes of Express trains, barring Rajdhani and other few, are overcrowded, heaving with people trying to claim every bit of available space as their own. Therefore, the compartments soon get squalid and worst of all, is the lavatory, which gets sordid beyond the point of tolerance. IR is the Commercial Utility Employer, with 1.6 million employees, being second only to Chinese Army, as regards, maximum number of employees. In spite of such huge workforce, IR is not really the safest railway in the world, with accident rate over 300 per year.

However, with the onset of economic prosperity, Indian Railways has also seen enough progression. Outlay of Rs.23,475 crores in 2006-07, public-private partnership for development and major technological upgradation are some of the achievements. But beyond the pervasive conceptions of railway authority, IR remains at the target of crossborder and internal terrorist groups while the dream of providing world quality services remains far distant, with increasing underutilisation of existing resources. Inspite of good intentions, there remains hardly any progress on these serious issues. Is Indian Railways an exmaple of the very nature of Indian PSUs?

For Complete
IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

Top Articles on IIPM:-
IIPM makes business education truly global-Education-The Times of ...
The Hindu : Education Plus : Honour for IIPM
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IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs


Monday, August 25, 2008

Empty boast

“Reputation and past track record count for a lot in this. Slum dwellers are not going to vacate the land unless they are convinced about the intentions and credentials of the company. We have a huge advantage here since we have already successfully completed some of these projects,” claims Shah. Is that an empty boast? This correspondent traveled quietly to distant western suburbs to check out a series of new buildings where former residents of Dharavi were staying in 300 square feet flats. Some buildings were already looking grimy while some were others were gleaming, clean and impressive. Most residents here were happy to be out of Dharavi

So will this ace in the hole make Shah the king of the real estate world? “There will be no kings in this industry. The market is so huge that there will be room for dozens of big players to flourish and grow,” he says. Shah is also convinced that the real estate sector will not see the kind of consolidation seen in other sunrise sectors like aviation, telecom and retail. In his opinion, the market is simply too big and too complex for a handful of players to dominate. Even these observations are littered with smart analogies laced liberally with Hindi and Sanskrit proverbs. Another one of his, translated into English, “Citizens and the nation are doomed if the rulers decide to become businessmen. That’s the real danger that India faces this century.”

Who said the 21st century CEO was only about starched shirts, smart suits and English with a twang. Just in case you haven’t guessed till now, Shah proudly wears his trademark safari suits!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
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Wednesday, August 13, 2008

Choose a sign-on name

So what do you have to do to get a second life? Well, first you need to choose a sign-on name. Contrary to internet login names, SL requires you have a first and a last name. This is simply because if you have both in your real life why should it be different in your alternate one? You can choose the first one but the latter has to be one from a drop-down list of over 500 predefined last names. It is SL’s way of keeping it all standard. But don’t think of it as a problem. You will be surprised to see the amount of choice you have including Agrawal, Chakrabarti and Jehangir. Next you need to register. Now there are two kinds of registrations. You can either have a free basic account which does not allow a certain special features. We will talk about it in a moment. Or you can have a premium account available at $9.95 per month with the special features, which reduces to $6 a month if the fee is paid annually. I used my credit card and paid for a six month membership. Next, you download the client application from www.secondlife.com and install it on your PC. Remember to check if your box fulfills the minimum software requirements. Else, it’s no fun.

Once you log in, the interface will be familiar if you have played any of today’s computer games. You have a complete view of your surroundings which can pan 360 degrees by rotating your character. This can be achieved by using your keyboard. The surroundings are the world itself. It’s like stepping outside your house into your backyard. There are loads of options available on your heads up display to move around and do stuff. It takes a considerable amount of time to explore these options and learn your way around. But the first task is to create an avatar. Registered users of SL are called residents and each resident has an avatar. An avatar is the online persona that you want to be, it is how you will look in SL. SL gives you the freedom to portray yourself as you want, be it a human, an animal, a robot or even a mythical creature. You can be male or female, black or white, tall or short. SL gives you the power to tweak the characteristics of your avatar full scope, from the ends of your hair to the tips of your toes. The default avatar is a human available in either sex and dressed in a white t-shirt and a pair of jeans.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

Top Articles on IIPM:-
IIPM makes business education truly global-Education-The Times of ...
The Hindu : Education Plus : Honour for IIPM
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IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

Tuesday, August 12, 2008

Keep it simple & be happy!

Before you loosen your purse strings, here are a few things you need to check on while investing for the long term

The growth in mutual funds AUM in the last five years is a testimony to its growing popularity as a long term savings and investment option among investors. Sustained inflows into MF schemes investing in equities, fixed income or even gold suggest increased investor sophistication and also broad-based investor interest. And why not, as investment through mutual funds are fairly simple and offer the most convenient and effective mode, especially for the small retail investors to channelise their savings in building long term wealth. But consider the following steps while investing your savings in mutual funds:

Achieve your long term asset allocation through mutual funds: A long term asset allocation plan for most investors would involve investing in asset classes like equities, fixed income, gold and real estate. With the advent of the Gold ETF and Real Estate Mutual funds, mutual funds can satisfy the basis asset allocation needs of most investors. Mutual funds offer investors the advantage of pooling of resources, professional research and investment capabilities, tax efficiency and easy liquidity and are most suitable for the retail investor.

Keep your MF investments simple and regular: Do not get carried away by fancy scheme names and big bang NFO’s; focus on your overall requirement and decide on your investments. Mutual fund websites like Personalfn and Value Research provide great information and should help you choose simple schemes that satisfy your investing requirements. Else get hold of a trusted financial planner to help you plan your investments. Moreover, most schemes offer investment options like the Systematic Investment Plan (SIP) which allows the investor to invest periodically in a systematic and disciplined manner.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

Top Articles on IIPM:-
IIPM makes business education truly global-Education-The Times of ...
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

Monday, August 11, 2008

Tussle over Virgin air-waves!

BCCL betting high on the UK radio sweepstakes. Will the buy-out payoff?

Losing my Virginity, the autobiography of the most flamboyant business tycoon, Richard Branson created waves across the globe. But now he’s trying to regain his virginity (ahem! We mean the Virgin Radio brand in UK). The buyout of Virgin Radio by Indian media powerhouse Bennett, Coleman & Co. Ltd. (BCCL) has taken the Indian media by storm. However, Branson’s intervention to keep BCCL away from using the Virgin brand may be a damp squid for BCCL’s overseas plans. Will Branson’s bravado prove fatal for BCCL? Or is it just a hiccup that will soon pass by?

BCCL’s invasion into UK’s radio space with this recent buyout of Virgin Radio for a whopping $106 million [from Scottish Media Group (SMG)], has stirred the hornet’s nest in the media space. Branson has tied up with HT Media in India for a radio channel Fever104, which is a competitor of BCCL’s radio station, Radio Mirchi, in the country. This has put the boisterous Branson into a catch-22 situation, as it will associate the Virgin Radio brand with two arch rivals in India. So in true Branson-style, he has worked out a full-proof solution (if we may say) and has influenced SMG to sell only the company and not the ‘Virgin’ brand to BCCL. As a bonus, this has also given fruit to Branson’s long coveted plan to buy back Virgin Radio (UK). He now plans to again start a new radio company in UK under the Virgin Radio brand. “We’ll now go on to grow the Virgin Radio brand over the airwaves and on the Internet… not only in the UK where we are considering options to re-launch Virgin Radio on FM, but across the globe in the near future,” says Branson.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

Top Articles on IIPM:-
IIPM makes business education truly global-Education-The Times of ...
The Hindu : Education Plus : Honour for IIPM
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Wednesday, August 06, 2008

Add to this ‘guarantees’ and ‘after sales service’

Add to this ‘guarantees’ and ‘after sales service’ and no way customers would prefer picking their handsets from Gaffar Market,” reasons an analyst. Players like Subhiksha Mobile are already using the ‘price’ flank well for quite some time now. And their ‘lowest prices’ motto is prompting others to jump on a similar rollercoaster. Mohit Khattar, President-Marketing, Subhiksha Trading told this magazine that, “Subhiksha Mobile has now grown to over 700 stores making it India’s largest mobile retail chains well as the largest in terms of volume throughout.”

But going forward, as the market matures and consumers demand more, pricing will be a mere facilitator and not a deciding factor when choosing one mobile retail outlet over others. This is where brand recall is expected to play a big role as Ratno Rudra, Director Brand Curry Communications avers, “At present the retailing companies should look at ringing in accessibility and affordability and then look at pumping in resources to build their own brand name in order to get repeat sales.” Small surprise that many retailers in this segment are looking beyond mere number crunching (volumes) and adding more value added services for customers in their kitty. Leading the pack is mBazaar, from Kishore Biyani’s Pantaloon stable. “There is no limit to the pricing war so what we offer is the value format for mBazaar that is through deals and combo offers, et al,” explains Rahul Rajamudhiah, Chief-Operations, CorvergeM, adding that going forward, mBazaar would be looking at adding more value adds to customers like offering them insurance, after sales services, et al.” Incidentally, mBazaar stores are located mostly within Big Bazaar outlets. “We wanted to be present in all areas of consumer spending and mobiles comprise a great chunk of spending for households,” explains Mayur Toshniwal, Head-North India Operations for Pantaloon Retail.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Tuesday, August 05, 2008

An ”Ex”ccess to information...

...might prove fatal to the cause of the social networking giants

So, if leading a virtual life through social networking wasn’t enough, we now hear that players like Google through its “Open Social” project and Yahoo through “Open Strategy” are trying to facilitate the portability of users’ social networking profiles. What this implies is that user profiles would be shared across websites without the risk of exposing sensitive site specific user information.

Facebook, which pioneered this concept in a way by opening up its application programming interface (API) to developers, also recently announced the Facebook Connect to allow its 70 million users to port their identity and friends list to other websites. Facebook’s announcement comes close on the heels of MySpace’s own data portability initiative whereby users can move data to eBay, Yahoo!, Twitter and Photobucket. Amit Ranjan, one of the founders of the popular Power point sharing platforms, Slideshare, traces the precedent of this in the Single Sign On alias Open ID project. The idea behind it was to create a single username and password which could be used to sign into different social networking sites. A question that comes to mind is who stands to gain the most. If experts are to be believed, the smaller players would stand to gain the most.

Ranjan says, “You can draw an analogy with the mobile telephony sector where users can retain their numbers while moving from one operator to another. This benefits the smaller operators the most since it helps them seamlessly increase their user base.”

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, August 04, 2008

Today’s real woman

Where is, Nandy wonders, today’s real woman – of complexities and contradictions, magic and mystique – that any sensitive male sees everywhere, across a nation on the move? Gifted director Aparna Sen (36 Chowringhee Lane, Mr. & Mrs. Iyer, 15, Park Avenue) joins the fray. She believes that the Indian women is represented in a truly pathetic fashion, forever one-dimensional – North Indian, fair, urban – with occasional, unimaginative and degrading forays into tokenism. “How is it that beyond this cardboard, stereotypical cut-out, one hardly ever gets to connect with a real, believable, flesh & blood type! When was the last time one saw a woman from the South, East or North-East as ad models”? While Sen appreciates the crafting, technological highs and slick execution of these endeavours, she feels very strongly about the real Indian woman being hi-jacked by a predictable and soul-less stereotype, completely powered by a consumerist culture and vested interest.

Okay, so what gives? I believe advertising’s endeavour is to identify, dramatise, even magnify some “real” emerging trends. The actual portrayal is seldom clinically and cold-bloodedly accurate; it is more a mythologised version, but everything considered, one certainly gets to see a fascinating representation (across the spectrum) with the housewife playing a starring role! Suddenly, this harassed, sacrificial, 24X7 slogger, gatekeeper and provider of her family’s joy and well-being has morphed into a zestful and joyous participant as well. She seems to be able to say YES (rather then the earlier, automatic NO) with more élan than before. She seems to also enjoy a much greater sense of control along with the ability to be playful with her husband, rather than treat him as the authoritative, fearing, lord and master. She is no longer defined by the role she plays but slips in and out of her several roles – (daughter, wife, mother, daughter-in-law, working woman) with a greater degree of style, conviction and confidence. Overall, she seems to be much more together and aware of who she is, what she’s doing, where she is coming from and the effect she has… and she uses that more consciously than ever before. In fact, the most dramatic paradigm shift has been in this area – not the so-called westernised, hot-babe segment (“Am I looking good and smelling nice”) where the paranoid and insecure chic is constantly looking at every mirror available to check-out whether she measures upto the Gladrag’s Diva or Femina’s hot princess desperately waiting for approval and affirmation from the world.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

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Friday, August 01, 2008

Mbile handset arena

These winds of change are blowing even in the mobile handset arena, where till some time back, there was hardly any clear distinction in target audiences. Then came in the concept of high-end mobiles such as the Nokia Nseries and Blackberry, which took the premium market by rage. And now, marketers are trying their hands at designer handsets to entice the moneyed aspirational consumer. Hummer, launched by Fly mobile in India, is a designer mobile handset created on the lines of the American car Hummer from General Motors. According to Sagar Chatterjee, Chief Marketing Officer, Fly Mobile, “Hummer is targeted at the green category and to a large extent youth. The idea is to create hype about the product as the youth would want to pick only things that are the talk of the town.” Chatterjee reveals that Fly will be launching more such phones in the coming year like Tag Heuer, Levis, et al. The idea is to peddle designer mobiles that have a niche feel to make bigger differentiation. Armani Samsung handsets, LG KE850 Prada and Motorola V3i dg (Dolce & Gabanna) are prime examples of players in this segment, who are successfully experimenting with designer phones.

Even Indian aviation is not left untouched by the changing consumer preferences. The success of Mallya’s Kingfisher Airlines amidst business & leisure travellers alike is a sure sign of changing times. Travellers who flew other airlines earlier, were drawn easily to Kingfisher’s premium service offerings (in-flight entertainment, gourmet cuisine, et al). Mallya had found the aspirational niche among consumers with high disposable income. Praveen Vetrivel, Aviation Expert, International Bureau of Aviation believes that not only Kingfisher, but Jet Airways too now provides a niche feel to the services offered by it. “Both Kingfisher and Jet Airways are focusing on special niches,” he says.

Even leisure, of late, has acquired the shape of ‘premium’ness, in particular the excitement that multiplexes have created among movie goers in recent times. So, the old cinema hall, which attributed the last two-three rows of the same hall, as the premium seats (or balcony as we knew it) has given way to the PVR Gold Class dedicated to the premium niche segment. Barista coffee chain too launched ‘Barista Crème’ – an exclusive luxurious lounge for coffee lovers. Says Partha Datta Gupta, CEO, Barista, “To survive in food business you should never bring all your customer under one uniform product. This is where niche marketing scores.”
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Tuesday, July 29, 2008

Just a click away!

For years, cheerleaders have been dancing to the potential of online advertising in India. But now Internet giants are gung-ho on making online advertising more meaningful for marketers, giving fresh hope to those tired cheerleaders, says VAREEN RAY


It was a bright sunny winter morning and Sagar had just logged on to the Internet to chat with his brother in Philadelphia. While surfing, he couldn’t help but notice the very in-your-face click-able ad of MakeMyTrip.com that popped up on screen. Sheer curiosity made him click on the link, and before you could say Jack Robinson, he was on his way (along with the rest of his family) to Philadelphia, thanks to the irresistible scheme that the travel portal offered through that one ad. A big deal for Sagar and great word-of-mouth publicity for MakeMyTrip.com! The travel portal is not alone in exploiting the growing popularity of Internet surfing within the country, job sites like Monster.com and matrimonial offerings like Shaadi.com are also in the fray.

But apart from sites offering services on the Internet, the vast labyrinth of products and services available in India are still shying away from online advertising. Big ticket players like Pepsi, Maruti (Maruti SX4), ADAG (Zapak) and HLL (Sunsilk Gang of Girls) who have ventured onto the media, have also not tasted expected success. A big reason is the abysmal levels of Internet penetration in the country – just a meagre 46 million users (Internet in India Report 2007 by IAMAI & IMRB), contributing just a miniscule 2-3% to the total advertising expenditure. Prathap Suthan, National Creative Director, Cheil Communications, feels, “If I know that at maximum, I can reach only 5-10% of my total target audience through this medium, I would definitely be less interested in that medium and prefer a mass media, where I can reach the maximum of my target audience.” Even the terrestrial signals of Delhi Doordarshan can reach 87.9% of India’s population. Contrast this to the melancholic 2-3% Internet penetration in India, and you know why online advertising is a poor distant cousin to the traditional mass media.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative