Relax, Pak has other problems too

Pakistan’s economy is almost on emergency mode; nobody’s worried!

Agriculture is the foundation of Pakistan’s economy. Almost 50% of their population is dependent on the agriculture sector. While this year (07-08) the agricultural growth was targeted at 4.8%, the country unfortunately achieved merely 1.5%. The agriculture sector growth has fluctuated in the range of 1.5% to 6.5% during the last six years. And Pakistan’s economy is also suffering due to internal political disputes, a fast growing population and mixed level of foreign investment and costly imports of food, fuel and fertiliser. National savings were placed at 13.9% of GDP in 2007-2008, going down from last year’s high of 17.8%. Domestic savings have gone down to 11.7% of GDP from 16.16% of GDP in 2006-2007. Overall, foreign investment during the first ten months of the current fiscal year has declined by 32.2% and is now placed at $3.6 billion as against $5.3 billion compared to the same period last year. Pakistan’s current deficit extended to $11.6 billion during this year (again, first ten months of 07-08), which is over 7.8% of GDP, against $6.6 billion last year....continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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BRAND : Tata Indicom

AGENCY: FCB Ulka BASELINE: NA
DESCRIPTION: Remember Kajol’s sister Chutki in DDLJ? Sitting in a gym, she’s gossiping over the phone with her friend (with a stop-watch in hand). Seeing the scene, Kajol asks her the problem. The girl says that her talk-time is limited and so she’s trying to cram everything in one conversation and quickly. Kajol informs her about Tata Indicom’s unlimited talk-time offer; the girl switches to Tata Indicom and talks freely. Kajol says, “Switch to Tata Indicom and experience the difference.”

4Ps TAKE: Every telecom giant has harped for long on their better connectivity, but Tata Indicom is now talking beyond network. The focus is to promote the Tata Indicom to Tata Indicom unlimited talk-time. And brand ambassador Kajol steps in to play her role, along with her long-forgotten onscreen sister in DDLJ. The duo does manage to convey the message to mobile phone users. But hey, are you ready to say Tata to your limited talk-time connection yet?

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Source : IIPM Editorial, 2008

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

BRAND : Speed

BASELINE: Take the first road out
DESCRIPTION: Dhoni tries out a cap in a departmental store and Narayan Karthikeyan tells him that he’s looking hot. They come out and Dhoni cribs that it’s too hot. Karthikeyan tells him that it’s not Manali, the duo smirk at each other, drive into a gas station, tank up their car with Speed fuel and drive off to Manali. Once there, Dhoni cribs that now it’s too cold. Karthikeyan says that it’s not Jaipur and they drive off... to Jaipur we presume.
4Ps TAKE: The superstars of the Indian sporting milieu, Dhoni and Karthikeyan (both known for their respective speed) are going great guns for Speed. The clinching benefit to the brand is the high and smooth speed generated by this fuel brand. The storyboard is interesting but reminiscent of Ford Fiesta (remember Jr. B and his gang hitting the road for Goa and onwards to Ooty?) But guess there will always be need for Speed – at least in your car tank! Cheers to Mr. Formula One and the hard hitter!

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Source : IIPM Editorial, 2008

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

BRAND : Lays

AGENCY: JWT
BASELINE : Har Programme ka main food

DESCRIPTION: Saif and his friends climb atop a bus ask the seated girls (munching sandwiches): “What’s the programme?” A girl goes up to Saif and asks him and his friends to leave. Just then Saif skids and a few chips (from the packet in his hand) fly and land on the girl’s sandwich. “Looks like my chips have fallen for your sandwiches,” he says. The girl says that her sandwiches are not interested. But as she takes a bite of the chip topped sandwich, she falls in love with the taste. Saif starts walking away, the smitten girl goes up & asks about his “programme.”

4Ps TAKE: From ‘No one can eat just one’ to ‘Har programme ka main food’, Lays has positioned itself as tasty fun snacks. The power idea is to promote Lay’s Spanish tomato tango in the Indian market. Targeting the youth, the story board is kept light and fun-filled, with Saif charming the audience with his good looks. The USP is the unbeatable taste of Lays. The reward to the prospect? Of course chote nawab, who else?

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Source : IIPM Editorial, 2008

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

‘delicate & flashy’

The new car features a mid body mounted V8 4.2L Audi FSi motor belting out 420 bhp of thump and over 400 foot pounds of torque. The design sequencing is decisively understated, taking the car bang on in Porsche territory rather than the ‘delicate & flashy’ Italian terrain. Massive representation & preparatory expenses have been incurred by Audi & its dealers. Speaking of business, analysts are however not that positive. There is a possibility of brand confusion with the R8 as consumers take Audis as family recreational products and not out and out sports cars. Furthermore, VW will have to reposition the R8 with respect to its subsidiary Lamborghini. The new Audi shares at least 30% of its parts with the Lamborghini Gallardo! The positioning of both super cars in one segment has the potential of eating each other’s market share, which can be particularly insalubrious for parent company VW! Moreover, Audi still has to convince the buyer that it is a competent sports car maker...

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Source : IIPM Editorial, 2008

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

Technological masterpiece

Historically, the first true technological masterpiece from the company’s stable was undoubtedly the Audi Quattro launched in 1981. But even though the evolution of this very car and its revolutionary all wheel drive system (quattro) lead to a succession of advanced Audis like RS4, there was still a lacunae when it came to super speciality sports cars. Through the years, the company has focused on quality interiors and revolutionary technology but never on individuality. The new R8 is intended to bring back the four ringed legacy. Audi’s Bettina Bernhardt told 4Ps B&M, “The R8 will underline the consumer perception of Audi of sporty, technology and design oriented luxury cars.” The R8’s design has been specifically based on the five times Le Man champion Audi R8 LMP (Le Mans Prototype). It was also featured at the Paris Auto Shows in 2003.

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Source : IIPM Editorial, 2008

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

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

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

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