The best advice I HAVE EVER GOT

AISHWARYA RAI BACHCHAN
“My best is the most recent advice that I got from my Paa (Amitabh Bachchan) and that is never to mix professional and personal life. For starters, I have implemented that by absolutely NOT discussing work once I am home.”

RAGHAVENDRA RATHORE
FASHION DESIGNER
“My wife always advised me to be more systematic and well planned. I never listened to that and I learnt my lesson. Today, I am involved in so many things and this has been possible because of proper planning and through effective execution of various plans.”

RANA KAPOOR
FOUNDER & MD, YES BANK
“The best advice I got was from Ashok Kapur, non-executive chairman of Yes Bank, who played a significant role in my life. I learned from him the concept of corporate governance and he advised me to always utilise time properly.”

CHETAN BHAGAT
“Never let success make you over confident and always be yourself. This was told by my mother and I follow it to date.”

PETER KRONSCHNABL PRESIDENT,
BMW INDIA
“Never start celebrations before reaching the finish line and this advice was given to me by my mentor.”

ROD WALLACE
MD, PORSCHE CARS INDIA
“My mother adviced me to be a patient listener. Always listen to your people she said and I stand by this guruspeak!”

DILIP CHHABRIA
CAR DESIGNER
“I learned from my father to never give up whatever the situation. In the beginning of my career when I was struggling, this advice influenced my moves a great deal.”

K.VENKATARAMAN
MD, MAHINDRA RETAIL
“My best advice came from the novel ‘Illusions’ by Richard Bach, which talks about the adventures of a reluctant Messiah and says that you will have to believe in your potential. The book inspired me a lot in my professional career.”

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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ICICI Bank is finally out of the woods it went into last year. But, the resurgence needs more push to regain its lost ground, says Deepak Ranjan Patra

October 10, 2008 was no less than a ‘Black Friday’ for India’s second largest lender, ICICI Bank. It was the day when the bank’s stock price nose-dived by a mind boggling 28% amid rumours of the bank’s potential exposure to the global financial turmoil, particularly to the collapsed global financial giant, Lehman Brothers. The situation had turned so critical that the bank’s Joint Managing Director (Chanda Kochhar at that point of time) had to announce in a television interview, “If people have fears around us, I’m re-clarifying these are small exposures considering our size and profitability.” Not only that, the bank also filed complaints with the regulators about some conspiracy going on to drag its share price down.

Those events looked big then, but in reality they were nothing more than a few short term glitches and their remedies were not difficult to find. The real damage, however, for the bank came in the form of a steep fall in its brand value. The bank responded to the crisis with a series of image makeovers within the next few months. Today, when one can safely say that the worst part of the global financial turmoil is over, the moot question is whether ICICI Bank has been able to rebuild its brand value to past levels?

Before understanding ICICI Bank’s brand value re-creation one must first understand what it has lost. ‘Brand Finance Global Banking 500’ report for year 2009 (published early this year) indicates massive erosion in ICICI’s brand value as compared to 2008. As per the report, ICICI Bank’s brand value plummeted over 60% (to $939 million) from $2.6 billion a year ago. Moreover, the bank’s ranking (in the list of top financial brands across the globe) has gone down from 64 to 108. Avers Unni Krishnan, MD, Brand Finance India, “Brand ICICI has faced a substantial erosion of value after the financial crisis. This is certainly a source of concern for the bank and it needs a strong hand to recover.” No doubt the bank has actually responded to the situation with a very strong hand, but with a soft voice.

Since November 2008, ICICI Bank has hit the accelerators in terms of its campaigns. Data available with AdEx shows, between November 2008 and October 2009, the bank’s ad volume has recorded remarkable growth, with a higher focus on television media as compared to the industry average in the BFSI domain. In terms of TV ads, while the volume of the BFSI segment has gone down by 24%, the duration for which ICICI Bank’s ads met the audiences’ eyes was 64% higher than it was for the year ago period (November 2007 and October 2008). Similar is the case in print media. Although ICICI’s ad volume has registered a 5% fall in print media, it’s still better than the industry average, which witnessed a 14% fall.

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.
Outlook Magazine's B School Ranking Scam Exposed
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Clutter-breaking advertisements from insurance companies are helping them push child insurance policies to a new high.

The fad is only just beginning to pick up with consumers. Gyanendra Kumar Kashyap wonders how this beginning will pan out...

As customised insurance plans are catching the fancies of Indian life insurance companies, the idea of alluring parents to think about their child’s future seem to be bouncing on everyones’ courts. And why not, sector analysts peg the child plan market in India to be around Rs.350 billion (approximately 20% of the entire life insurance market). In the segment, where product differentiation is tough, what the players have tactically resorted to are clutter breaking advertisements. Agrees Rahul Agarwal, CEO, Optima Risk Management Services, as he says, “There is not much of product differentiation; returns and features are more or less similar; all the difference comes in how well have the companies used the emotional plank as a brand and marketing strategy.” Who would have missed the brilliant ads from Max New York Life, Aegon Religare, Bajaj Allianz, LIC, ICICI Prudential, Aviva, HDFC SL, et al?

Considering the fact that most of the child policies offer similar features, the challenge for them lies in the fact how well and how differently the individual insurers market their product. Undoubtedly, the child insurance policy advertisements on air these days do carry a realistic feel and drive home the message without beating around the bush. Yet, there are brand analysts who feel that branding in the insurance domain (a serious business arena as they put it) has not taken off till now. However, considering the number of advertisements enticing the parents to opt for child insurance plans, the branding aspect of the insurers is certainly taking the centre stage. Consider the latest ad from Bajaj Allianz, “Papa mere future ke bare mein kya socha hai…” or, the one from the stable of Max New York Life, “…Bolo beta Chekoslovakia…” and you will agree how suavely they have used children as their focus to target the parents. Yet the moot question remains as to whether these advertisements have been successful in convincing the parents and have their best bets paid off?

It is estimated that in India over a third of the population comprises of children under the age of 18 and half of the household expenditure goes towards providing for education. It is therefore imperative for them to get a reliable source of funding the particular need. Says Rishi Mathur, Vice President, Product Development & Customer Management, Bharti AXA Life Insurance, “In India, even today, given that children are considered a source of retirement income, parents desiring a secure future for their children are more of an emotional requirement. However, with the cost of ‘quality’ education growing exponentially, parents, especially in mass market segments, are finding it increasingly difficult to fund the best learning for their children and to provide a sound footing for the child’s career post-education.” While these indicate that need for such products actually exist, it is crucial for the insurers that while planning a child benefit product the timing of benefit must coincide with the key milestones in the child’s life.

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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It’s about promoting experimental cinema

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

The recently concluded 11th Osian’s film festival held in Delhi created some extra zing this year. And the reason were popular Hindi movies like Dev D, Oye Luckey, Love Aaj Kal et al which made it to the list of those presented in the film festival. This is the first time that the festival has included mainstream Bollywood movies. Neville Tuli, Chairman, Osian’s said, “It is important to include Bollywood when you are having a film festival in India. You can’t ignore such a huge industry and only promote foreign language cinema.” But to ensure that the inclusion of Bollywood movies does not overshadow Osian’s objective of promoting experimental cinema, movies that attempt a new style of cinema in Bollywood were chosen.

Pallavi Srivastava

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Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

IIPM: An intriguing story of growth and envy
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...OF STATUES & STRATEGIES

Mayawati, Chief Minister, Uttar Pradesh

The four-time CM of Uttar Pradesh, Mayawati, may be a Dalit by birth, but Behenji’s truculent nature is no less well-known. One who knows how to translate prospects into capitalised political business, this angry (young?) woman, who once championed the cause of the Dalits in pink chiffon suits, has now started playing realpolitik on a national level. Be it the act of transferring, suspending or sacking IPS officers in her state or whipping organised retailers, Mayawati has become a brand with the USP of having a ‘forceful’ power to convince. Despite her term being plagued with controversies including Taj Corridor and Yamuna Expressway cases, she has continued to gain wider acclaim in her home state, which by virtue of its population, plays a vital role in national politics. Some believe that her hold is growing weaker (thanks to Rahul Baba’s campaigns in UP), but brand Mayawati has the masterful knack of staging a comeback when you least expect it.

“If one were to use a metaphor for Mayawati’s politics, it could be almost likened to a luxury item now converted into a ‘necessity’. But like all products, I feel, over-supply is bringing down the brand value of Mayawati,” says Venkitesh Ramakrishnan, Dy. Editor, The Hindu. Until then, perhaps most of Lucknow and Noida would have given way to still more parks and more Maya statues...

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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For Exclusive Footage by Sunday Indian Click Here

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IS THE FEMALE CONSUMER STILL IGNORED, NEGLECTED & UNDERVALUED?

IIPM: An intriguing story of growth and envy

While each person’s perspectives are different, there are four broad areas where any sane marketer and company would be well advised to look – and tap. They comprise food, fitness, beauty and apparel. Financial services and health care are also businesses worth zeroing-into. The challenge is to offer easier and more convenient ways to make purchases in an environment where – unlike Indian husbands, 71% of who pitch in on household chores – they get no support from their spouses.

It is believed that when the recession slowly moves out, women will occupy an even more important position in the economy. Then seat belts that cut into the neck, pedals that the woman driver can’t reach, badly designed seats, nothing for women who wear high heels when they drive; kitchen shelves so high that only men can reach them, low security inside apartments should be closely reviewed. Also, in this age of working women keeping long hours in unsafe metro cities, how about a phone that has alarm buttons, instead of the corny colour pink? Or a free beeper with every working moms phone so her kids could just beep and she could call back, pronto? These points apparently were mooted, but cell phone manufacturers found them unimportant and trivial and instead concentrated on pink/floral glitter phone!

It’s time companies and marketers wake up to this new reality, cast aside chauvinistic blinkers and convert these challenges into opportunities. There is a whole slew of commercial opportunities in women’s social concerns. Women seek to buy products & services that do good for the world and hence brands that resonate physical and emotional well being, provide care and education for the disfranchised of the world and encourage love and connection, will benefit. It’s time to recognise the power and equity of the women customers. They will no longer take crap, increasingly trash male-specific selling patterns, resist being stereotyped, segmented by age or income or worse – lumped together into a ‘one-size-fits-all’ woman club.

Beyond looking at them as ‘geographical market’, they should be viewed as intelligent, respected and cherished target groups, with their very own wants, needs, apprehensions, insecurities, dreams … and of course, [sometimes] deep pockets too! That would be the best way to gain breakout growth, loyalty and market share for a sublime and undervalued fraternity who occupy half the sky.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

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GILLETTE MACH 3

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

AGENCY: MEDIACOM

OBJECTIVE: To increase Mach 3 razor trials & increase market-share.

SITUATION & IDEA: Despite being present in the market for more than a decade, Gillette Mach 3’s sales were flat due to premium pricing. Research said that consumers thought highly of Gillette Mach 3, but not about shaving per se. But they did enjoy arguing. And so the ‘India Votes: To Shave or not’ idea was born, giving a chance to argumentative Indians to do just that.

EXECUTION: A first of its kind shaving survey was commissioned with questions like ‘Are clean-shaven men more successful?’ and ‘Does the nation prefer clean-shaven celebrities?’ The survey results were bombarded across TV, radio, print & online media. Actors Milind Soman and Kunal Kapoor were roped in to shave off their beards to entice consumers.

RESULT: Not only did the trials for Mach 3 increase 400 times after the campaign, the market share of the brand went up by 25%.

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

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Will the ad world soon be mourning the death of brand Cadbury? Or perhaps Irene has a more ‘Krafty’ plan...

In a bid to create a “global powerhouse in snacks, confectionery & quick meals,” Kraft Foods CEO Irene Rosenfeld has laid siege to one of the crown jewels of corporate Britain. Irene’s bold move to acquire Cadbury for $16.7 billion has shaken other confectioners like Nestlé & Hershey out of sweet reverie. After all, if Irene (who is sixth on the 2009 Forbes list of most powerful women) pulls off this coup, Kraft will become number one in the global confectionery market, creating a $51 billion company and its market share would touch a cool 14.9%, toppling the apple cart of Mars, which currently rules the market with a 14.5% share.

The advertising world too has been shaken out of its reverie. Even though the deal is far from done, Madison Avenue is already salivating at the prospect of the $2.7 billion advertising monster that the acquisition is likely to create. As per Ad Age, in case of a marriage, in the US alone, the merged entity would together spend close to $1.5 billion in marketing (See table for details).

With Mars’ acquisition of Wrigley last year, further consolidation in the industry was expected. And Cadbury being the second largest confectioner, it was perhaps ripe for the picking. Irene has said that Kraft is “eager to build upon Cadbury’s iconic brands & strong British heritage.” Irene’s altruistic vision notwithstanding, as it happens more often than not in such cases, the acquired brand gets absorbed into the host brand. In this case that will mean the end of Cadbury as we know it. Says Rob Frankel, Branding Expert “Chances are that Cadbury’s entire history and brand value will slide into oblivion, as Kraft absorbs it.” We have our fingers crossed. Do you?

Vareen Ray

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

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Digest this!

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Are you leading a healthy lifestyle? Too much of healthy food is actually unhealthy for you...

You may have been intrigued by friends who follow the Kareena Kapoor diet, eating every two hours in order to obtain the hourglass figure, and some other friends who “claim” they eat nothing at all during the day to lose weight yet you see them eating junk from others’ plate every hour or so. While there are certain others who cannot let go of their soups, salads and protein shakes and other healthy meals come what may. And when this becomes a fixation which they cannot let go, there certainly is something to be worried about.

Some people eat food to live, while certain others live to eat but what about those who live to eat right? While we may agree that to live a healthy life you must eat right but what when this “eating right” becomes an obsession? Steven Bratman, a Colorado M.D., coined a term orthorexia nervosa which means excessive focus on eating healthy foods. This focus might turn into an obsession, which may result in severe malnutrition or even death! Orthorexics or people suffering from orthorexia nervosa are very particular about what they eat. Sugar, salt, caffeine, alcohol, wheat, yeast, corn and dairy products are completely off-limits. In fact, products that have been chemically treated or have artificial flavouring too have to be avoided. This leaves them with few options to choose from and thus they end up looking, and being, malnourished.

Dr. Shikha Sharma rightly says, “There are some people who have obsessive personalities. It has nothing to do with eating healthy. They can be obsessed about their boyfriends, their children, their looks. It’s a sequence that has an inherent psychological disorder of obsession, only the subject changes. So, I would say the eating part is not as important as the psychological aspect or the kind of personalities they have. Any obsession affects relationships more than anything else because people who are obsessed become very difficult to live with. Kids find it difficult to live with such parents, relationships break down, and the person himself might go through depression or anxiety.

Basically, these are personality disorders. Even while giving a diet plan, we try and make sure to not give them extremes of diet plans. For example, we don’t tell them to avoid sweets altogether. We’ll tell them to always try to eat healthy things. So, instead of giving them a list of do’s and don’ts, we tell them to opt for healthy options. I have come across patients who would measure every calorie, they were very obsessive about everything including the way they would look. Even if they did not look alright for one day, they would crib. They were very demanding as patients as well. Ideally, they should see a psychological counsellor and side by side do yoga, particularly pranayam, because that helps people to unwind and de-stress.

But frankly, suggesting someone to see a psychological counsellor is out of question in India because people take it as an offense. But we still recommend yoga and pranayam to clients with behavioural problem because more than the physical weight loss benefits of yoga, it is the internal balance and positivity which is required, so we try and encourage that.”

Similarly, some people are obsessed with exercising and scientists believe that excessive exercise can trigger a reaction in the brain, which is similar to the reaction caused by drugs like heroin. And once a person stops exercising, he would tremble, have drooping eyelids and jabbering teeth, which, might we add, are also the symptoms of a drug addict. But as is often said, excess of anything is bad, even if it is healthy eating!

Aakriti Bhardwaj

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

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Brands that bombed

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

• Apple iPhone
• ICL
• Hyundai Elantra
• Maruti A-Star
• Motorola

Just like any other Apple product, this one was ushered into the world on a wave of obligatory gushing. Billed as “your life in your pocket,” the Apple iPhone did not revolutionise the mobile market like the legendary iPod, which redefined the meaning of digital music industry. Motorola too could not impress upon the consumers much. After its last hit MotoRazr, Motorola has been struggling to deliver compelling applications. Its highly anticipated music software on the MotoRokr phone flopped miserably.

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

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 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS
IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes

...and another G for GMR

When IIPM comes to education, never compromise

Cementing nations buildings – the GMR way

When one talks about infrastructure, its gets difficult to forget the other infrastructure giant making waves around the nation – GMR Group. Airports, energy, roads and urban infrastructure, you name it and we’ll show you how this titan has left its paw marks on the segment. GMR is today evidently on the forefront when it comes to public-private partnerships with its stakeholdings in every infrastructural undertaking in the country. And its financials too reflects success with its Q2 2007 net profits rising by a teeth-jarring 1,109.6% over the previous quarter to touch Rs.8.93 crores. To this Mr. G. M. Rao, Group Chairman, added, “Our numbers are growing as per expectations. The present results reflect only a small aspect of the true operating potential of our assets. As more of our businesses are operationalised to optimum capacity, we are confident of posting substantial growth in performance, thereby resulting in continued value accrual for all our stakeholders.”

GMR has made noticeable advances into the airport segment too; what with it bagging of the brownfield task to transform the Indira Gandhi International Airport, New Delhi and also the much awaited greenfield project, the Shamshabad airport, Hyderabad. While the Indira Gandhi International Airport has undoubtedly been in the news for all the wrong reasons for quite some time, all that changes with GMR-led Delhi International Airport Ltd. in the picture. Revamping the scene is not the only thing that’s on their mind, GMR is making sure that the airport doesn’t fall short of its technical or hospitable capabilities earmarked with digital telephony, and new rapid exit taxiways, new business processes with IBM in the picture. And by the looks of things, the difference became all the more noticeable after Delhi International Airport Limited (DIAL) became recipient of the prized ISO 9001:2000 quality certificate.


Another significant achievement for GMR was is its infrastructure consortium was winning the tender for Sabiha Gokcen International Airport (SGA) at Istanbul. Surely, this player has its eyes on the international markets too as Rao asserts, “We continue to consolidate our position as an innovative infrastructure player, moving in rapidly to identify domestic as well as international investment opportunities.” This year even marked several significant moves like the tie-up with Apollo Hospital in the Shamshabad airport and the 1,000 MW power project in Chhatisgarh. CSR activities of the group too found a place on its calendar, with its environmental initiative (‘Methane Recovery and Power Generation’ programme) and its social arm GMR Varalakshmi Foundation contributing towards community work. So, what makes GMR so admirable? As a knee-jerk response, Vijay Vancheshwar, Group Head & VP (Communications) opines, “It is GMR’s focus on excellence, willingness to learn and adaption of global best practices backed with solid ground-level preparations which makes the day worthwhile for it.” With its actions speaking louder than words in the year gone by, GMR is undoubtedly well on its way to fulfill its vision.

Edit bureau: Aveena Lopes

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Anchor - The light of your life.

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BRAND: Anchor
BASELINE: The light of your life.

4Ps TAKE: First, we kept wondering whether this is a catapult ad, a deodorant ad, a helmet ad, or an umbrella ad but now we know that it’s an ad for Anchor lights. The power idea seems to be dangling in darkness: no light on it whatsoever! Guess the creators of the ad forgot what product is being advertised. Further we wonder, are people buying Anchor just because it comes with freebies? The storyboard is anything but appealing with a funny looking female who asks for jhumkas in the end. Right – so is that a good enough reason (free jhumkas) to buy the brand? Instead of adding value, it takes away the clinching benefit to the brand, by focusing on the freebies. Further, the brand value can only increase through the right positioning – and this is where the ad fails miserably. The communication is tacky, and doesn’t grab the viewer’s attention for a second. So, if Anchor thought it was going to be the light of our lives, sorry, buddy, bad luck! We were all left groping in the darkness!

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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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LIC is untouched; but the number 3 among private insurers, HDFC Standard Life faces a unique predicament!

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It all began with the Malhotra Committee in 1993, whose radical recommendations, allowed private companies with a minimum paid up capital of Rs.1 billion to enter the largely untapped Indian insurance sector. As a result, the sector, which for long had been basking in the monopoly of state-owned Life Insurance Corporation of India (LIC) – which still commands about 70% market share – awakened to a deregulated environment in the year 2000. Multinats began pouring in, partnering local private players to tap India’s latent insurance potential, spawning, among others, private insurance giants like ICICI Prudential, Bajaj Allianz, ING Vysya, Tata AIG, HDFC Standard Life, and more.

The rules of the game changed overnight. Cut-throat competition, ledto a virtual marketing blood-bath, allowing a few off springs of insurance liberalisation to take the clear lead, while others lagged behind due to some miscalculation or the other, in the nascent market. Among others, the plight of HDFC Standard Life was particularly agonising.


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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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CADBURY’S

When IIPM comes to education, never compromise

The real taste of life in Palampur, in true Cadbury ishtyle. That’s what the offerings comprise...

So what do women love more than jewellery? You guessed it right, chocolates, and when you talk of those sinful dark slabs, it’s only the blissfully ignorant who’d not automatically conjure up the Cadbury brand name. From sweetening childhood memories to festive celebrations to sending marriage invites, Dairy Milk, 5 Star, Perk and others have been helping people celebrate just about any occasion with kuch meetha ho jaaye. While initially the brand positioned itself on the lines of ‘a gift for someone you love’ in the Indian market – the last few years have seen a virtual change in positioning, with an impressive deck of ads, which had dollops of emotional connect. In a bid to tap the traditional sweetmeat market, the brand positioned itself as an alternative to Indian sweetmeats, and is reaping good rewards today. The effect of appointing the Big B as brand ambassador, starting January 2004, provided much required thrust and momentum to the product through FY 2006–07 as well. The case of infestation due to unhygienic storage conditions was erased from most memories and forgiven by many. Roping in the ‘perky’ Preity Zinta for portraying Perk as a common pastime also paid off! Thus, the jump from 57th to 53rd doesn’t surprise many. But despite another reason to rejoice, Cadbury cannot afford to sit easy on past laurels. The market is swarming with competition: Nestle’s Kit Kat, Munch, plus recent entry of global chocolate biggie - Hershey ...

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Source : IIPM Editorial, 2008

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

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State Bank Of India

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The brand has miraculously catapulted itself from rank 50 (last year) to rank amidst the cream of Indian brands!

You ought to believe it; 90 million Indians can’t be wrong. With a gargantuan customer base and an all encompassing reach, State Bank of India springboards to the top 20, securing a place at the 18th position in the top 100. And what’s important is that the brand has now got a man at its helm, who is on a mission. O. P. Bhatt, the current Chairman of SBI means business and has thrown himself into giving SBI a complete makeover to unlock its brand equity. While former Chairman, A. K. Purwar focused more on overseas acquisitions, Bhatt has got back the focus on Indian market, with the ‘Pure Banking. Nothing Else’ tagline. Termed as the big daddy of all Indian banks, SBI has managed to break the taboo that public sector enterprises do not make good brands. SBI boasts of a staggering reach with 9,000 branches, along with the largest network of ATMs all across India. Recently the bank celebrated its bi-centenary. Its sheer size not only helps it to withstand the troughs and crests of business cycles, but also helps the bank in quenching the ever growing appetite of Indian consumers.

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Source : IIPM Editorial, 2008

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

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All’s Lite and Diet!

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With brands, ad-land goes green too...

It was a couple of years back that Pepsi came out with Diet Pepsi, and while the variant did make news, it did not become a rage overnight. But had the drink been launched in these times (read healthy, as everyone goes Diet and Lite, even airlines, for namesake!), the drink would have sold like hot cakes. But this isn’t about Pepsi’s timing, instead about the latest health obsession of corporates which is rubbing onto the advertising industry as well! Ad-frat is increasingly Tapping into the psyche of this new ‘Health Brigade’ coming out with innovative campaigns with an underlying health message. And there’s a new task at hand – to sell the health quotient. So we have a brand like Dabur coming out with energetic ads for its line of Real Activ fruit juices, Amul launching a low fat bread spread named ‘Amul Lite’ and even a chewing gum – Happydent White – promoting the ‘health’ advantage of chewing gums!

Among all food majors, Nestlé seems to be the healthiest of the lot, consistently unleashing new health-related ads. It started off with Maggi’s ‘Veg Atta Noodles’ with a tagline that said ‘Taste Bhi, Health Bhi’; and continued the trend with its 98% fat-free ‘Fresh n’ Natural Dahi’. More recently, they have launched the new ‘Kit Kat Lite’ – with 50% less sugar. Not just these, even 7Up’s mascot, Fido Dido, has switched onto the new 7Up Light.

However, the profitability of these health variants is still to be established. Ad guru, Prahlad Kakar, opines, “These health commercials indulge in ‘tokenism’ creating an impression that everyone benefits from it, whereas in reality, very few people actually do. So if a company says that their ACs kill bacteria and give out fresh air, it may benefit people who use it... but how about the environmental damage caused by these very ACs? Also, while packaged fruit juices may be nutritious, the fact is that they give just around 30% value of a fresh fruit. What we need is more responsible advertising on worthwhile causes.” We couldn’t agree less!

Edit Bureau: Rohan Sachdev

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Source : IIPM Editorial, 2008

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

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Come, meet the new World Bank boss!

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Now it’s clear! All the talks about Tony Blair being the next World Bank chief were not quite right! The US President, George W. Bush, has nominated Robert Zoellick – former US Deputy Secretary of State – as the next World Bank head. Zoellick will succeed Paul Wolfowitz, who is going to step down at the end of the June. Wolfowitz was mired in a scandal suit after it came to light that he had given a hefty raise to his girlfriend, Shaha Riza – who worked for the World Bank too – in 2005 (soon after he had taken over as the World Bank chief). The findings by a special bank panel stated that he had acted unethically and had broken the bank rules by acting in the way he did. After the findings were revealed, Wolfowitz had to step down. The newly nominated World Bank chief – Zoellick has served in various positions at the Department of the Treasury from 1985 to 1988. In August 1992, he was appointed as the White House Deputy Chief of Staff and Assistant to the US President. He was also appointed as Bush’s personal representative for the G7 Economic Summits in 1991 and 1992. In the 2000 US presidential election campaign, Zoellick had served as a foreign policy advisor to George W. Bush, as part of a group led by Condoleezza Rice, that called itself The Vulcans. He was named US Trade Representative at the beginning of the younger Bush’s first term and on January 7, 2005, Bush nominated him Deputy Secretary of State. Welcome aboard the Bank, Mr. Zoellick!

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Source : IIPM Editorial, 2008

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

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My family’s wheels!

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You’d hate to keep a chauffeur for this car...

I am no car buff or an expert to comment on the technical details of a car. But as a consumer what attracted me to the Honda Accord was its driving seat arrangement. Ever since I started my corporate journey, my car has always been a place which converts me from an office guy to a family man, so I prefer driving it on my own. So my car has to have adequate facilities in the driver space.

The car is also very comfortable and spacious, a joy ride even for the back seaters, especially in the crowded roads of Delhi. I remember when I (with my family) drove to Shimla and while coming back my kids were sleeping. We’d reached and they didn’t even realize it. That made me feel that I had made the ultimate choice for my entire family!

As a driver, I feel it has the best acceleration and pick up. Perhaps that’s why the car is so wonderful – the best Honda car around.

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Source : IIPM Editorial, 2008

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

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It’s fight over coffee for lovers of tea!

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Starbucks’ imminent entry has already begun making other retailers wary...

When Karan Johar crosses his legs demurely, seated across beautiful people on the sets of his show, he not only endears Koffee with Karan to millions of enraptured fans, but also serves as a clear reminder to this tea-loving nation’s newfound love for coffee beans. Reason enough to egg on coffee bars and pubs mushrooming across urban India, which have become popular hangout zones for the young and young at heart.

Emerging as the golden goose in the gastronomic Indian economy, organized coffee retail is frothing over with potential. India already boasts an exorbitant café market of Rs.8 billion (according to Technopak Advisors) and the urban demand is growing at a breakneck 35% per annum. And while early movers in the segment like Barista, Café Coffee Day (CCD) and Nescafé coffee shops were till now among the few fighting it out for a piece of action, the imminent entry of the world’s largest premium speciality coffee pub – Starbucks – by the end of 2007, is set to usher in a shake up in the current arithmetic of coffee chains in the country.

Here’s what the current dynamics of the coffee pub culture in India looks like. CCD and Barista were the first to popularise the concept of café bars in India, with their unique blend of aromatic beans and attractive ambience. Flourishing on the Indian palate, the two chains have proliferated over the past few years with 426 Café Coffee Day (CCD) and 170 outlets for Baristatoday. Furious expansions have ensured that the two biggies have remained the main contenders in coffee retail for years, constantly vying to outdo the other. Of course, the big two are flanked by numerous others of their ilk, including Costa Coffee, Coffee World, Mocha, et al, but even between all of them, it’s tough to mop up the entire urban demand, which has a combined scope for a whopping 3,000 retail outlets vis-à-vis the 700 odd coffeeoutlets in the country now.

Against this backdrop, it comes as no surprise that the $3 billion Starbucks, the world’s largest coffee chain, is greedily eyeing an Indian odyssey. And despite a few continuing hiccups in government formalities that would officially mark its entry, this US-based coffee chain has already announced the rollout of its first store in October this year. Starbucks hopes to test Indian waters with five stores at strategic malls in Mumbai and Delhi to begin with; followed with the possibility of adding over 100 stores every year for the next five years.

There’s another reason why Starbucks wants to enter the Indian market soon. According to a 2006 ENAM Securities survey, Indian consumers are spending nearly 51% of private final consumption expenditure on eating out. This is truly mouth-watering for almost every global giant in the food and beverage’s space. Italy-based Lavazza already acquired Barista for $120 million in March this year, while Australia’s Gloria Jeans is also not far behind. Be that as it may, Starbucks wants to move in for the kill quickly, before other global forays make any major headway with the coffee-drinking consumers.

Predictability, with such a big global star shinning in the Indian sky, the duopoly market of the first movers Barista and CCD is under threat. And to worsen the situation for the country’s biggest coffee chain – CCD, its director Naresh Malhotra (credited for metamorphosing a Bengaluru-based brand into a national brand) bid adieu to CCD in the last week of June 2007. Already, former Coffee World CEO, Anoop Saquiera has joined Starbucks in India, and the market buzz is that Naresh Malhotra is also headed in the similar direction.

So will the exit of Malhotra, combined with Starbucks knocking at the door, bog CCD down? Clearly not, if present management is to be believed. Simran Sablok, GM-Marketing, CCD says, “We are aware of Indian taste buds and our pricing is always economical, so even if any other player comes in, it won’t disturb us,” adding that CCD’s trendy brand image will also help the chain sustain its popularity.

Moreover, as experiences of other global food and beverage global biggies in India shows, a key mantra for success in the Indian milieu lies in indianising the menu with prices that are easy on the pocket. But strangely, sources in Starbucks India confirm that the global major is not paying heed to any of the two, at least for now. Instead, the company is relentlessly focussing all efforts to hire manpower from rivals.

Affirms Partho Dattagupta, CEO of Barista Coffee Company, “flagship products should always be Indian and you have to price them keeping in mind the Indian consumers.” But pricing may ultimately not be too big a problem for Starbucks in India. Despite modest pricing claims, most coffee chains, actually sell a litre of coffee at costs that are higher than a litre of oil. Rather Starbucks’ entry will positively raise the competitive barriers in the segment and take it far beyond the present duopoly.

So will Barista and CCD have to stop bickering against one another and think of fighting the shark (Starbucks) together? Maybe. To counter Starbucks’ imminent entry, CCD has begun looking at greener pastures beyond the homely milieu, with a plan to invest Rs.100 crore for setting up parlours in Pakistan, Poland and several other countries. “We are going to have a strong global presence, at the same time, strengthen our Indian presence. It’s not that we are competing against anyone, but it’s a part of our strategy to reach every corner of the country,” explains Simran. With 426 stores spread in 40 cities, CCD minted an incredible turnover of Rs.4,500 million for this fiscal. It plans to add at least 50 more stores and also restructure its accessories venture. And rest assured, these additions will happen much before Indians start having coffee with ‘stars’.

Not to be left out, Barista has also armoured itself with a plan of opening as many as 100 more stores by 2007. But to compete with Starbucks, these players will have to think of more ammunition than just splattering India’s geography with more coffee outlets. They need to create a strong logistics chain and a sturdy raw material base. This is where Barista or global coffee chains like Costa Coffee and Coffee World have missed out. On the contrary, CCD, being a part of Amalgamated Bean Coffee Trading Co., has abundant raw material at its disposal at lower costs. Realising its importance, Coffee World, after being in India for more than 3 years, has suddenly woken up to create its own sourcing hub in India now. Others will no doubt, follow soon.

In as much, Starbucks has unwittingly ensured that coffee retail in India will soon get another face lift, leaving behind some very coffee-happy consumers in its wake. After all, branded chains are already waking up and smelling the coffee...

Edit Bureau: Angshuman Paul

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Source : IIPM Editorial, 2008

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

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