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.

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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.
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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.

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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

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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.
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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...

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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.

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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.

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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.

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For Exclusive Footage by Sunday Indian Click Here

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GILLETTE MACH 3

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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%.

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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.

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

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Don't trust the Indian Media!
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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

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Source : IIPM Editorial, 2010.

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

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“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
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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

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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.

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

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Brands that bombed

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• 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
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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)
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‘Push’ing growth...

Despite the cat-eat-cat competition, Motorola is quite confident about its upcoming Android OS based smartphones. “Motorola has figured out a way to push updates from social networking websites directly to a user’s phone; and it’s tied to the belief that folks want to stay connected to their social networking site real time much like they do with mail, SMS, and instant messaging,” reasons Rob Enderle, President and Principal Analyst, Enderle Group. He also believes in it “to be the most advanced of its type.” And why not? Neither Google’s Android phones, nor Apple’s iPhone support such a feature, despite their sophistication in many aspects. Though, the idea sounds great, it might have to face few challenges from players like RIM, who use a similar combination of software and a NOC to deliver email to Blackberrys. But then, there’s always that first mover advantage. What say?

Arun Roy

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Source : IIPM Editorial, 2010.

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

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A Cannes metal does add weight to your profile

Sagar Mahabaleshwarkar, Chief Creative Officer, Rediffusion Y&R, who already has three Cannes under his belt, bluntly refuses to give the haloed status to winning a Cannes Lion. “It’s certainly not a career defining moment,” he says. Incidentally, when Sagar was felicitated at Cannes the first time around, he was merely an Art Director. Today, he proudly wears the hat of Chief Creative Officer at Rediffusion Y&R. But, Sagar says that it was only post his transfer to Mumbai that his career zoomed. “So my career defining moment came when I was offered the coveted transfer from O&M Bangalore to O&M Mumbai.” That was the first time Sagar came face to face with his idol Piyush Pandey, Executive Chairman, India and South Asia, O&M. At that meeting, Piyush asked him whether he (Sagar) was a batsman or a bowler. Sagar replied that he is an “opening batsman” and a delighted Piyush gave him the nod to relocate to Mumbai.

Oh! And winning at Cannes seems to have become still another of those proud moments for Sagar, even as he just bagged a bronze for his Airtel campaign at the 2009 awards!

Take Rajiv Rao, now Executive Creative Director, O&M, South Asia, who has picked up three of these precious metals till date. He walked the red carpet for the first time in 2002 for his work on Cancer Patients Aids Association and collected two golds for the same. But the work, which he feels gave his career maximum momentum, was the one he did for telecom brand Orange in Mumbai and which never even made it to the Cannes shortlist. “The work that we were doing for Orange was mainly outdoor and the communication helped the brand to become Mumbai’s most loved brand,” explains Rajiv. It is this equity, created by Rao & team, that prompted Hutch to retain the Orange brand in Mumbai, even as elsewhere in the country, the brand was changed from Essar to Hutch. The latest feather in his cap has been the most-talked-about Zoozoos campaign for Vodafone. Interestingly, even Hutch’s pug and Vodafone’s Zoozoos have not managed to impress the jury at Cannes!

The Cannes saga has been a little different for ad-man Emanuel Upputuru though. Emanuel has bagged three Cannes Lions till date (the most recent being a Bronze Media Lion in 2009 for the Let ‘Gandhi Talk’ campaign). It was in 2004 that Emanuel (then Creative Director at Saatchi & Saatchi) bagged the award for his work on Sony Handycam. Two years later, when he was felicitated again, he was still a Creative Director, this time with O&M. Clearly, winning a Cannes Lion did not add much to his profile, at least in terms of designation. “My goal is to be incharge of an agency that is the coolest and hottest to work for. Designations don’t really matter to me,” exclaims Emanuel, presently in a cushy position in the industry as the National Creative Director, Publicis India.

Look carefully and you realise that winning awards is a different high, yet what works better in pushing your career graph is an opportunity to work on big-ticket brand names. You only have to glance across at the Who’s Who of ad-land to see the rewards that consistent “brilliant work on great brands” have reaped for the likes of Piyush Pandey (Bajaj, Fevicol), Prasoon Joshi (Coca Cola, Happydent) and even R. Balakrishnan aka Balki (Idea Cellular. Tata Tea Jaago Re). Preeti N. Chaturvedi (Surf Excel), K.V. Sridhar (RCOM, Thums Up) and more recently Rajiv Rao (Hutch, Vodafone) who are treading a similar path.

Ask Amit Akali, Group Creative Director, O&M Bangalore. He believes that while “a Cannes metal does add weight to your profile,” it’s the portfolio of work that counts. He reasons that the work he has done for ITC’s snack brand Bingo has been in many ways more satisfying (for him personally) than the creatives that helped him win at Cannes. Agrees Nandini Dias, Chief Operating Officer, Lodestar Universal (she and her team recently won a Cannes Bronze for Tata Nano). “Working shoulder to shoulder with the client to achieve a marketing goal is always more satisfying than winning an award,” she says, adding that these days instead of agencies, it is the clients that more often crave awards.

Echoes Sagar, “More than winning the award, I think walking that red carpet along with Piyush Pandey, Pushpinder Singh and Dan Wieden was the most defining Cannes moment for me.” Even Rajiv Rao grins as he adds, “more than the work (for Cancer Patients Aids Association) that got me my first Cannes, I remember screaming Bharat Mata Ki Jai with fellow ad men post the victory.” Joono Simons, Exec. Creative Director, South, Mudra (whose tally at Cannes runs into one gold, a couple of silvers and four nominations till date) believes that more than anything else, a Cannes metal boosts the morale of any agency. “I believe that my role as a play maker should now produce more winners and thereby multiply the success many fold.”

Oh sure, the kind of instant gratification that winning at Cannes can bring is unmatched. But as the Lions become more ubiquitous in India’s ad-land – a far cry from the days when India was not even invited for entries – their pre-eminence in the overall scheme of things is fast decreasing. An international award – that too the most prestigious in the business – may count a lot for first time winners at the vibrant festival. But for old-timers in the industry, it’s the day to day that counts more, quite apart from the quality of work and of course the brands that you have in your kitty. This does not mean that the gutter bar at Cannes is not cool. In fact, it’s still the only place that India’s ad-land forgets its rivalries and in a rare show of fraternity sings the jana gana mana in unison, even creating minor roadblocks. After all, the numbers at Cannes are swelling, both of Indian delegates as also of winning entries!

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Source : IIPM Editorial, 2010.

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

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DEATH-ON-SALE!?

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The media also crashes in on the party. You simply have to look around at all the ratings-boosting coverage of MJ’s death for current evidence. TIME magazine has been particularly quick on the uptake. While the figures for their recent special commemorative issue on Jackson are still not available, a similar special issue on Princess Diana’s death by TIME sold more than 1.1 million copies. Natmags is releasing a commemorative 132-page Michael Jackson tribute magazine and a total of 200,000 copies of the glossy A4 title will be on sale for a month, priced at £2.99 per copy.

Memorial events too are going strong, where fans are ready to pay $50 to vendors for a picture next to a cut out of the King of Pop. Jackson’s funeral, in fact, has been the biggest in entertainment history, even bigger than Diana’s death and at par with the event of Obama’s presidential speech. Jackson’s cremation event was viewed by more than 750 million people. Going by Nielsen data, Princess Diana’s funeral saw 33.25 million viewers, while former President Ronald Reagan’s mid-day funeral drew 20.8 million people only.

Not to be outdone, even merchandise licensees from around the world have successfully tuned into manufacturing and distributing products using celebs who have passed away. In 2008, Elvis Presley Enterprises was sold by Elvis’ daughter, Lisa Marie, for $100 million. It should not come as a surprise therefore if tomorrow it is Michaels’ images and stamps. In the past, Diana dolls had become icons of the Princess after her death. They can still be bought for $188.95 from the Society for the Preservation of History. Franklin Mint’s porcelain portrait plate sells for $29.95 and Solid Silver Memorial Coin for $55.

If we are talking of legendary celebs, we can’t miss out on Marilyn Monroe. More than 40 years after her death, licensing her famous poses and pout have made more than $30 million in fees for Anna Strasberg, the wife of Ms. Monroe’s former acting coach, and her business partner, a professional peddler of dead peoples’ images. Marilyn Monroe’s images alone have pulled in more than $30 million since her death and $8 million in 2007 alone. In 2004, Robert Sillerman (a wealthy American businessman who deals in building and selling media companies) paid Lisa Marie Presley $100 million for an 85% stake in Elvis Presley Enterprises Inc. And not to miss out on the Monroe frenzy to entice potential consumers, Mercedes-Benz still features Monroe (along with James Dean) in some of their ad campaigns.

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Source : IIPM Editorial, 2009

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

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PINING FOR PINT-SIZED WHEELS!

IIPM set to beat economic slowdown

Yeah... this too is about the US financial metldown and its after effects; but there’s more to the Indian consumer’s yearning for compacts than just less money in their back pockets...

After years of oohing and aahing over luxurious sedans, high-nosed SUVs and adrenalin-pumping sports machines, compacts are once again the flavour of the season. If the hype around the imminent launch of Tata’s Nano is anything to go by, there is more at stake here than meets the eye. Even as naysayers were talking about the demise of the Indian small car market, the year 2009 began with the launch of Hyundai’s premium compact i20 and estimates suggest that of the 50 car launches this year, a majority would be in the compact category. Some 563,398 (SIAM) compacts were sold during April-Nov. 2008 alone and every car maker wanting a bigger slice of the Indian market has a plan for the compact segment. Toyota Kirloskar is setting up vast networks throughout the country in line with launching a Yaris derived compact in India in response to archrival Honda Siel’s plans with the Jazz. Both Honda and Toyota are investing massive capital for the same. Last year, with its new plant, South Korean car maker Hyundai also romped up production from the erstwhile 300,000 units to a whopping 600,000 units for its small car designs. When asked about the company’s plans for compacts last year, Heung Soo Lheem, CEO, Hyundai Motor India told 4Ps B&M, “As soon as our new plant comes up, we will bring in a sibling to the Santro.” He followed up his promise with the new i10 and there could be several new compacts in the offing. General Motors India–despite its plight globally–is also basking in the success of its Spark compact in India. Not to be left behind, premium player Skoda has unleashed the Fabia–positioned as a high end mid segment product.

However, according to Indian small car parameters, a car is justifiable as a small car only if it is within proscribed length limits. But the new generation launches will hardly meet these specifications, given that they are substantially larger. Most car makers have to be content with B+ positioning for their products–a segment that’s out side the purchasing purlieu of most buyers upgrading from a two-wheeler. But market dynamics are gradually changing. A mere look at compact sales figures show that the ‘A’ segment is on a gradual decline, while there’s a steady shift toward large compacts. It all began with the Suzuki Swift (in the B+ segment), which intoxicated the nation with its looks and competitive pricing, just as its sibling did in 1982 (in the A segment). Now, first time buyers are becoming more carefree about cost differentials and are rather driven by brag value. A look at the fast rising sales charts is enough to motivate car makers to bring in substantially larger, new generation compacts (almost like a saloon), proving government rules obsolete. After the launch of the Fiat Palio, Indians got a taste of large roomy perceived small cars that were affordable, comfortable and surprisingly easy to drive in congested cities.

Sure, the financial meltdown and liquidity crunch are the key persuaders for consumers opting for compacts instead of copious four-wheelers; but as the market stabilizes, chimeras like the Mercedes-Benz A-class and that lovely Volkswagen Golf GTi (premium compacts) are just as capable of giving a new flavour to the power of small.

Karan Mehrishi

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Source : IIPM Editorial, 2009

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

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FROM CHANDNI CHOWK TO CHINA, HE IS EVERYWHERE

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

FROM KHATRON KA KHILADI TO SINGH IS KINNG, BRAND AKSHAY KUMAR IS RULING BOLLYWOOD, THE IDIOT BOX AND THE AD WORLD!

His is a classic tale of beginning from scratch and making it big on the silver screen! After all, it’s tough for a man with no filmi background to make it so big in the cat-eat-cat world of Bollywood! But Akshay Kumar (or Akki, if you please) with his impeccable charm and effervescence has made it happen. With his no compromises attitude, this Dillii lad has established himself as a brand to reckon with over the last two years.

“Akshay has been in his true element since last 3-4 years. But the major reason for him being a brand is his great looks and modesty, as he represents the great Indian dream, equalised in true sense without any godfathers,” agrees Atul Kasbekar, Chairman & MD, Bling! Entertainment Solutions. True, but the one thing that has worked wonders for Akki is his single minded Khiladi positioning over the years – certainly an evolutionary brand rather than a revolutionary one. No doubt the former grows slowly but stays in action for a longer time. Moreover, Akshay has not just been a top-rung actor in films, but is also among the top grossers as far as endorsements go, with brands like Thums Up, Grasim, Microsoft Xbox and Levi’s already under his belt. But marketers are demanding more. Avers Jagdeep Kapoor, CMD, Samsika Marketing, “Akshay is one brand that has many more years to go. He is definitely incomparable when it comes to core values.” From selling food at a stall in Bangkok to selling pedigree brands, Akki has indeed come a long way. Agrees Kashmira Chadha, Director Marketing,

Coca-Cola India, “As a brand icon, Akshay Kumar has all throughout demonstrated his adventurous skills and has truly brought out the attitude of an Indian male. Action, attitude & adventure are qualities which one closely identifies with Akshay Kumar.” Akshay Kumar has been the brain behind building his own brand and has re-written the rules of the Indian movie business. He embodies the values of originality, sexiness and rugged masculinity that christened him as the global ambassador of Levi’s. “Akshay has lived his life unbuttoned... on his own terms, not dictated by box office norms, industry godfathers or stereotypes. He has challenged conventions throughout – just when the industry gave him the title of ‘action hero’, he demonstrated his forte in romance and comedy. And now when he is being appreciated for his comic roles in his recent blockbusters, he is going back to action movies,” avers Rajesh Gangwani, Sr. VP, JWT.

Even film critic, Taran Adarsh gushes, “Chandni Chowk to China looks promising as Akshay is on a roll these days with successive hits. Hopefully the year 2009 would also have something in store for him.” Now that’s what we call a simple story of a ‘King’ who pays homage to the classic formula of Bollywood movie ‘masala’ magic and that too from Chandni Chowk to Bollywood!

Neha Saraiya

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Source : IIPM Editorial, 2009

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

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And the final dope for 2009

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

Will number of movies reduce? Yes! But more because of worthless ones not even being planned. Will actor fees reduce? Yes! But more because they were anyway inflated till date. Will collection figures go down? Here comes the true blue Iacocca analysis from Shubho Shekhar of Planman Motion Pictures, “In simple and straightforward terms, if the movie is – simply put – good, and if there are no negative factors (like terror attacks) working against it, then recession or no recession, low budget or big budget, the movie will gross above average, if not better.” If Rab Ne Bana Di Jodi has grossed over Rs.60 crores till date (trade reports confirm Rs.25 crores domestic and Rs.8 crores overseas in the weekend itself) despite having an average storyline, we should be perhaps paying Lee Iacocca his rightful due, an apology. Oh yes, Iacocca never made a movie in his lifetime. And the company he ran – Chrysler – is about to file for a billion dollar bankruptcy...

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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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IIPM set to beat economic slowdown
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On improving affordability...

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What reasons do you attribute to the prevailing slump in the auto sector?
Though the auto industry is witnessing a slow growth, but so far it still looks positive. It is a cyclical industry and is used to such downturns in the past. The overall economy is slowing and sentiments are weak, thus customers are postponing their buying decisions. With low penetration level and growing middle-class, the auto industry in India has a bright future, both in the medium and long term. Most manufacturers are betting on their future in India & China, where this industry is growing at its fastest. This is also evident from the fact that some more manufacturers are setting up base in India, taking advantage of the low production costs and growing domestic market.

So can we expect the end of this dark tunnel soon?
This is the time to tighten seat belts and increase efforts in terms of marketing and reach out to customers instead of waiting for them. It’s the right time for manufacturers to review their network strength, and build upon it, look at supporting the network to improve efficiency and financial health. This strong network will come handy as the situation improves...

What should the companies do to attract more buyers?
The companies need to focus and concentrate on small car production. India being a price sensitive market the manufacturers need to make cars more affordable...

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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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