The drive for sportsmanship...

Audi seeks to refresh its sporting heritage with R8, can it succeed?
Call it the outcome of destiny or of inappropriate positioning, Audi has gradually fallen out of favour with sports car enthusiasts. It simply does not find itself in the league of Ferrari F430, Lamborghini Gallardo and Porsche 911 Turbo. Not without reason, as the car maker is predominantly associated with saloons competing head on with the relatively mundane Mercedes E320 CDI and BMW 550i! So would you spend a $100,000 on a super car made by this Bavarian auto major? If lineage is a matter of concern for the discerning buyer, then the Audi brand is no pushover, if one recalls its association with the legendary ‘Auto Union’ of the pre-WW2 era. When the R8 super car is launched internationally in early 2008, Audi hopes to once again resurrect its sports car intentions. According to Ashish Masih of Autocar India, “The R8 has the potential to make Audi a super brand. It is already receiving rave reviews.” Lying dormant in the avenues of Audi headquarters in southern Germany, the blueprint of the R8 was there all along, but Audi was just not confident enough!

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Source : IIPM Editorial, 2008

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

BRAND : TVS Scooty

AGENCY : McCann Erickson
BASELINE : NA

DESCRIPTION: Two girls are invited by a Sardar to his bangle shop where he tries to sell them coloured bangles. But one of the girls asks for natkhat neela. He goes blank! Cut to a young florist who tries luring the girl with different colours of flowers but she wants a disco green. He’s speechless! Next a shopkeeper tries tempting her with his collection of coloured dupattas but she wants a satrangi narangi colour. He is jaw dropped! The girl then says that only a Scooty girl can understand all kinds of colours as TVS Scooty is out with 99 exciting colours and signs off saying, “Uda do sabke rang.”
4Ps TAKE: A colourful ad by TVS Scooty with effective communication. While Hero Honda Pleasure is harping on its lightweight, the power idea of TVS Scooty is to highlight its USP: 99 exciting colours. With a witty storyboard and a fresh concept, this ad passes the test with flying colours!

BRAND : Lifebuoy
AGENCY : Lowe
BASELINE: NA

DESCRIPTION: A little girl wants to play with a group of boys already playing football in the rain. She stands with the ball and looks at them. Meanwhile a boy comes and kicks the ball away from her and she starts chasing the ball. Tackling a few guys deftly, she proves herself a better soccer-player than the rest of them, as she doesn’t get conscious about the rain and the mud splashing on her like the others. The reason? She uses Lifebuoy care soap. In the end the V.O says, “Nazuk twacha ko de suraksha, narmi se.”
4Ps TAKE: Guess Lifebuoy, like Surf Excel, is now using similar mediums -- kids and mud -- to reach the consumers and win their trust. Effective strategy, we must say. One washes the clothes clean and the other promises to keep kids germ-free & clean, and therefore healthy & fighting fit. The message is clearly conveyed to the target audience: the mummies of the cute and sporty kids. And the USP remains the strong fact that Lifebuoy care soap fights germs, while caring for the skin at the same time. What a statement, that!

BRAND : Acer
AGENCY : Denstu marcom
BASELINE : Life is busy. Acer makes it easy.

DESCRIPTION: The ad starts with everyone in an office stunned over an employee screaming out that his laptop ‘hung’ in the middle of his presentation. Expectedly, he loses the contract. Enter, Hrithik Roshan with his new Acer laptop and explains to everyone in the office about the Acer’s new ‘e’ technology which helps manage your power, presentations, data recovery, settings, security and much more – at just one touch. In the end, Hrithik says, “Life is busy. Acer makes it easy.”
4Ps TAKE: While Shahrukh is busy promoting Compaq, and Saif on his Lenovo, why should Hrithik lag behind? Acer has roped in the superhero Krishh who seems to be delivering his magic with the brand as well. The power idea is to educate the consumers about Acer’s new ‘e’ technology which is well done with Hrithik’s confident explanation. His sheer presence impresses with his persuasiveness and charm. Can we say, Acer’s got a triple ACE this time on deck?

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

The expats are coming!

According to an annual Global Relocation Trends Survey (published by GMAC Global Relocation Services), India is emerging as one of the sought after locations to work for expatriates. Other countries that are hot-ticket destinations are China and Russia. In 2006, as much as 69 % of MNCs reported an increase in the number of international postings; and 65% of MNCs are now planning to increase the number of their overseas postings this year. However, all is not hunky dory either. Expats are having to face financial and cultural strains, and all this is taking a toll on the personal family lives of these professionals. There are additional problems like – and these apply to all three countries in consideration – housing and living costs, immigration challenges, payroll and employment-related concerns. Basically, even though these markets are sought after destinations, they are also ‘the most challenging locations for expatriates’.

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The Sunday Indian

Cotton on to organic cotton

New technology paves the way for a safer future

As u per model clad in a crisp white cotton ensemble surely looks good just that the ought-to-be beautiful white cotton balls that form the fabric neither look good in the fields nor make it smell great. Reason: A thick layer of oily chemicals (from pesticides to defoliants) sprayed in the conventional cotton fields is threatening farmers, the consumers and the overall environment. It’s shocking that while most of these chemicals are banned in the US and Europe (as they were used in making explosives in the world wars) are blatantly exported to poorer developing nations leading to millions of farmers developing acute diseases to which thousands perish each year. The world may have found a solution in organic cotton, but the production of this nature friendly fabric is even less than one percent of the total world cotton production. Fortunately, India ranks 2nd in organic cotton production after Turkey. The technique not only retains the fertility of the soil but greatly reduces the use of poisonous chemicals. The rapidly growing cotton industry it seems, is finally waking up to its ills of the past!

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The Sunday Indian

The King of Clean Times

Ever wondered how much of a regulation it is for a mother to run with a bottle of Dettol around her beloved child, who has come back home after a game of cricket – his hands scratched and bleeding. Though she is chiding him for his misadventures, at least she can be assured that her child will be well taken care of. That’s the kind of assurance and credibility associated with Dettol; and many other brands from the stable of Reckitt Benckiser (India) that have become an integral part of our daily lives.

At a time when FMCG players like Hindustan Lever Limited (HLL) and Procter & Gamble (P&G) were dominating the consumer-care segment, Reckitt Benckiser (with household names like Harpic, Cherry Blossom, Lysol, Colin, Veet, Clearsil, Strepsils, Vanish, Easy Off Bang, Mortein and many more in its kitty) has managed to create a niche for itself in this already crowded segment. For more than half a decade, Reckitt Benckiser has been ably led by its mild mannered & stoic Managing Director, Chander Mohan Sethi, who has displayed relentless resolve to take challenges head on – akin to the challenges of dirt and lesion that the company’s products fight everyday.

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom Planman Technologies

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One, two, buckle...

It was early 1930s and the army of Japan was marauding through China. The vacillating and fragmented government of China appealed to the League of Nations for relief. In answer, Japan captured virtually the entire Chinese territory and ruthlessly subjugated a once proud civilization till its military defeat in 1945. The fantastic thing is, even while under the Imperial boot of Japan, there were Chinese visionaries thinking about the ‘manifest destiny’ of the Middle Kingdom, once the Second World War got over. Led by many of these faceless visionaries, the entire Chinese psyche developed a strategic doctrine: Never again will China allow other powerful nations to humiliate it. Within five years of the War getting over, and just about a year after Mao took over, China annexed Tibet. In the subsequent six decades, it has single- mindedly pursued its national interests to emerge as a strategic rival to the mighty United States. As Mao was taking over China in 1948, India’s first Prime Minister Jawaharlal Nehru referred the Pakistani invasion of Jammu and Kashmir to the United Nations. India is still paying a price for that fantastic act of strategic naiveté. After annexing Tibet, the Chinese ran rings around Indian diplomacy, eventually leading to the 1962 military humiliation that still continues to haunt the Indian psyche.

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom Planman Technologies Planman Financial Planman Motion Pictures GIDF The Daily Indian IIPM Think Tank The Sunday Indian

I feel like we have control over our own destiny for the first time in the last few years!”

Agreed that Jeff took over a troubled titan but compared to Welch-era summit (when GE shares traded at $60), today having fallen by more than 33%, at just $40.7 (as on July 25, 2007), they represent a sad song for the investors as Jeff confesses, “It’s disappointing to all of us – ‘frustrated is the word I’d use. But I feel like we have control over our own destiny for the first time in the last few years!”

But as Welch displayed confidence in his competence as, “My anticipation when I recommended Jeff for the job was that it would be 20 years & I see nothing that would be able to change it…,” the truth remains – while on one hand, Jeff has handled well the total $75 billion worth of acquisitions making GE a superpower; on the other, he has also managed write-off s worth $4 billion & a sell off of GE’s Plastic business for $11.6 billion in May 2007. Jeff ’s move to walk away from his dream of bolstering GE’s healthcare division through the purchase of Abbott Labs’ diagnostics unit for a highly overvalued $8 billion on July 12, 2007 also goes to prove that despite the slumbering stock (which has remained stagnant since he took over six years back), he still knows the first people to please – his shareholders. And for his critics, Welch nearly fired him while at GE Plastics for delivering just 7% growth instead of the planned 15% growth, but he didn’t… surely for reasons mighty!

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Penguin guy takes on the World... by words alone!

Until recently, John P. Kotter was known in business circles as a well-respected author of management books and a longtime professor at Harvard Business School. Now he is known as “the penguin guy.” Last year, Kotter rewrote his 1996 book about organizational change, “Leading Change,” for a new generation of business readers. But this time, he recast it as a fable about a talking penguin named Fred who mobilizes the entire penguin colony against the threat of its melting iceberg.

With bright colorful illustrations and large text, “Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions” looks at first glance more like a children’s book than something a chief executive might read. But the book is attracting readers and creating a penguin movement in boardrooms around the world, Kotter said. Since its release last September, “Iceberg” has sold some 224,000 copies in hardcover (“Leading Change” has sold more than a million copies in 10 years), and been translated into 10 languages, with 10 more foreign editions in the works. Corporations have created exercises based on the lessons in “Iceberg.”

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The rich West Bank & barren Gaza

The US never tires of talking about democracy and the methodology to be adopted to inculcate the tenets of freedom in the Muslim mind. When it comes to action, all the US does is to either bomb the country out of shape (as in Iraq) or encourage an undemocratic divide in the nation, leading to the overthrow of legitimately elected government (as in Palestine). The US and its biggest stooge Israel have managed to push the popular Hamas faction to Gaza and installed another Western poodle, Mahmoud Abbas in West Bank, as the so-called “moderate” leader of the Palestinian Authority. America, Israel and the EU are showering billions of dollars on Abbas to help him marginalize the Palestinian struggle and embarrass the other leaders. What are the credentials of Abbas, which make him the blue-eyed boy of the West? "Abbas came into limelight with his 600 page book on the Oslo peace accord. Interestingly, he wrote his book without once mentioning the word 'occupation', referred to Israeli 'redeployment' rather than 'withdrawal', "shared a London-based noted columnist Robert Fisk, while talking to B&E. "Yes, Abbas is a nice boy, their kind of guy, because he wears a tie and goes to the White House and says all the right things,” adds Fisk.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Pharma revenues set to double by 2020!

As predicted by PricewaterhouseCoopers (PwC), by 2020 global pharmaceutical market would witness a sales doubling to the tune of $1.3 trillion. Reasons like ever increasing population, obesity and preventive treatments will attribute to this doubling of sales. Interestingly Brazil, China, India, Indonesia, Mexico, Russia and Turkey would hold one-fifth of these revenues. As per the report however ‘the current pharmaceutical industry business model is both economically unsustainable and operationally incapable of acting quickly enough to produce the types of innovative treatments demanded by global markets’. PwC proposed that to tap the potential markets, the industry should definitely undergo certain elementary changes in the manner it operates.

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Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Golden swimsuit – 3,312,800 INR

Gone are the days when gold was seen only in chains and bracelets. Today, designers are ensuring that this yellow metal is being utilised in the fanciest fashion possible. After the opulence displayed by the advent of brassieres made of gold earlier this year, stylists are at it yet again and have come out with some exaggeratedly extravagant swimwear – woven by hand using a thread weighing about 500 grams that is being wound for 32 days with six wires of gold, which are ninety micron thin. Those who adorn this little ‘golden’ number and sashay the ramp, would undoubtedly be giving an inferiority complex to the onlookers. Gold would never be old or go out of style for the fashionably felicitous.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

.

“India is one of Viacom’s priority markets for expansion internationally”

The woes for Star do not end here. If NDTV started the trend then TV18 has followed suit. The news major with a strong presence in business and general news space (it owns CNBC TV18, Awaaz, CNN-IBN and IBN7) recently tied up with US entertainment giant Viacom (the owner of MTV, VH1 and Nickelodeon brands in India). On the priority list of the Rs.500 crore 50:50 JV, called Viacom- 18 is launching a Hindi GEC channel in the next one year along with niche channels from MTV family and new brands. Philippe Dauman, President & CEO, Viacom says, “India is one of Viacom’s priority markets for expansion internationally.” According to B&E estimates, 2007 will witness the launch of (if not more) at least 5 television channels across genres. Come 2008 and one should be prepared for a deluge of channels to hit the idiot box. The major players apart from NDTV, TV18 include UTV (Investment of $200 million, 4 channels by August, 4 by March, 2008), BAG Films (2 channels by November, 1 by 2008), BBC Worldwide (two already launched, two more by 2008), Sun TV (three channels) and the real estate group Triveni (more than 20 channels by end 2008)... Phew!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Business Information Security Officer

LOCATION: Mumbai
Apply to: it@planmanindia.com

A leading MNC bank, which comprises of the financial service sector’s most diverse consumer product offerings, including banking services, credit cards, loans and insurance requires a Business Information Security officer.

The incumbent would be responsible for actively executing the IS program elements and other plans developed by the Business or Infosec office as applicable, assist the businesses in identifying IS risks and ensure they are understood – that appropriate controls are embedded in the day-to-day operations and remediation of non-compliance is documented and addressed. He must respond to security events by initiating and coordinating emergency actions to protect the business unit and its customers from an imminent loss of information or value.

The incumbent would also be responsible to report IS issues to the business and work with them to identify solutions to remediate them. Escalate as applicable with appropriate documentation. Facilitate awareness and training programs as specified by the Business and/or Infosec unit as applicable. Coordinate and actively manage the Third Party IS Assessment program in coordination with the business. Identify and proactively implement corrective action for any gaps identified as part of above mentioned reviews and coordinate the capture of IS key indicator metrics for reporting as would be applicable.

Experience: The incumbent should have a minimum of 3-5 years experience in Operations & Control activities, with a good understanding of products, processes and technology. Should have a good understanding of the applicable policies and their business implications. Should possess good communication skills and be capable of handling complex business relationships in a mature manner. The incumbent should preferably be CISA certified.

For complete IIPM article click here

Source:- IIPM Editorial, 2006

An IIPM and Management Guru Prof.Arindam Chaudhuri's Initiative


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Times are changing and radio jockeys are fast turning into brand ambassadors...

As the FM wave sweeps through the country, radio advertising is going through a sea change, both in terms of revenues and format (PwC expects a 28% growth in ad revenues for the medium by 2011). However, with more and more brands aspiring to go on-air, the ad spots are getting cluttered and with many options available, people are switching channels really fast.

Small wonder then that brands are now spending big bucks to get more than just the 10 seconds (or however long!) ad slot. While the advantages for brands are quite obvious, stations get money and also a way to keep their listeners tuned in even during ad breaks. Talking about the Jaggu mission (which won them many innovation awards) Shariq Patel of Radio One says, “There was a lot of money offered, but it was something that we believed in and saw consumer benefit in, so we went ahead.”

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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(S)afely (F)orgotten...

There goes another brand, this one out of the stable of the AV Birla Group-led Madura Garments (MG). SF Jeans, the not so cool baby from this garment major came under the axe and quite simply lost its head. Relying on muscle is one thing, but understanding and purging the chink in the armour is, to put it mildly, vital, and this has been achieved by the company.

MG seems inclined to focus on its power brands–Louis Philippe, Van Heusen, Allen Solly and Peter England– that exhibit tremendous potential to scale up. The company did not find its niche in the casual wear segment until 2003 (when it launched SF Jeans), a tad late considering that competition like Levis, Lee and Wrangler were already well on the scene. Focused on tapping the mid-price segment, like most ambitious stories, this one too fell flat. SF raked in a mere Rs.20 crore as revenues.

The raison d’être behind the move to drop an under-performer seems both logical and in tune with the strategy of the company to reposition itself from a ‘closet’ brand to a ‘lifestyle’ brand. The resources that backed SF Jeans will now be redirected towards strengthening other brands under the Madura umbrella. Extra moolah and a more uniform product profile – looks like Madura Garments has finally managed to drive its denim ‘blues’ away.

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Source:- IIPM Editorial, 2006

An IIPM and Management Guru Prof.Arindam Chaudhuri's Initiative

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Hyundai & Maruti, set on a pricey path!
THE GREAT INDIAN DREAM
IIPM is Here

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