The first ones to break the news of Jackson’s death

An auction event organised by Julien’s auctions (of Darren Julien), sold a Jackson album ‘Goin’ Back to Indiana’ for $33,750. The auction also featured other collections of Michael Jackson, Marilyn Monroe and Elvis Presley. Social networking sites have also not let-go this opportunity and have done everything possible to give their users real-time updates.

Twitter and Facebook are alleged to be the first ones to break the news of Jackson’s death. Twitter saw up to 5,000 Jackson-related messages being posted per minute and eventually his death emerged as the most discussed subject on the portal. Facebook saw a similar response; with the number of postings tripling during the hour after the news of Jackson’s death broke. Talking on these marketing techniques, Barry states, “Some companies license rights to use a dead celebrity’s image, movie clips, or music and incorporate those things into TV ads or promotional materials. Others just pay homage to the dead celebrity to gain a marketing association with the individual.”

Even IT giants are getting enamoured by the potential of this mammoth business. Corbis, the digital image company set up by Bill Gates, has bought a Beverly Hills company, which owns the image rights to more than 50 deceased celebrities. Corbis takes a 20% cut of the profits from any endorsement, double the usual rate for a living celebrity endorsement. Even celebrity Promotion Companies like CKX rely heavily on dead celebs for their bottom-line. They purchase the intellectual property rights and thus churn out huge money.

And if you thought that only the big brands and consultants can take advantage of legends that have passed away, you could not be more wrong. Just walk the streets of New York, London or Rio De Janeiro and you’ll see markets flooded with Che Guevara, Marilyn Monroe and now even Jackson merchandise, ranging from T-shirts, handkerchiefs and coffee mugs to sundry decorative brick bracks. True, dead celebs make for hot brands, hotter than even the living ones! May their souls Rest In Peace!

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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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THE AXA EFFECT

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In July 2006, Bharti ventured into the financial services sector along with the France-based AXA Group with Bharti AXA Life Insurance, General Insurance and Investment Managers. Their performance in the first year of operation was nothing to write home about. Not only did the life insurance business fail to meet the social sector obligation, it had an equity share capital base of just Rs.1.1 crore as compared to others like Shriram Life Insurance (launched in 2005) and Future Generali (2007) who had a base of Rs.125 crore and Rs.185 crore respectively in their first year. Sure, Bharti AXA has picked up since then and recorded a 1355% growth in first year premium collections in FY 2007-08, but does the company have the potential to bring in the next big leap for Bharti? Tough! Given that the Indian market is largely uninsured and under-insured, on the face of it, there does seem huge potential for private insurers to cash in. But Bharti AXA has largely concentrated on the urban market so far, with limited focus on the mass market - lower income sections, semi-urban and rural markets. Moreover, Bharti AXA’s high-cost operating model has been unable to yield profitability in the low ticket high volume business. N. Wadhwa, MD, SKI Capital Securities, sums up, “Bharti entered the sector without appropriate knowledge and expertise.”

There are others who believe that given Bharti’s stature and reputation in the Indian market, it should be easier for them to get customers for their financial businesses. Asserts Ashok Jainani, Vice President – Research & Market Strategy, Khandwala Securities Ltd, “In my opinion, Bharti’s insurance business will succeed mainly because it is a very capital intensive industry and Bharti AXA has the support of its telecom business and can perhaps even take leads from Airtel’s subscriber base.” He further explains that there is a huge untapped mass potential in both urban and rural areas, which has not been exploited. “Bharti AXA may not be the number one player in the segment it operates in, but it will surely prove to be a profitable venture,” Jainani explains. He may have a point given that Bharti AXA recorded a whopping 511.8% growth in industry-wide premiums received in H1 FY’09 as compared to last year. But even then, the insurance sector has a long gestation period. And with deeply entrenched players like LIC and ICICI Prudential in the reckoning, even if Bharti AXA does well in the short to medium term, it will take time to join the league of numero unos in the business.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

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Brand: Reliance Comm.
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Bol India Bol increased Reliance Mobile’s (RM) subscriber base to about 46 million in the FY2007-08. In fact, RM’s revenues shot 34% at Rs.14,468 crore and its profits surged a whopping 612% . Phew!!!

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

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If this doesn’t glue you, what will?

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Fevicol’s shadow campaign was and is still considered a masterpiece. It struck a chord with consumers by tickling their funny bone. The shadow sticks to the shutter, enabling the brand to construct a sturdy association with Yeh Fevicol ka jod hai, tootega nahi (bonding). This one sure took Fevicol to its next level of ‘bonding’ with consumers!

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

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‘Zav’iation is now in vogue!

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Kishor Zavery, Chairman, Zav Airways, in an exclusive to 4Ps B&M 4Ps B&M: How feasible is it to enter a turmoil hit sector and what are your plans to tackle the same?
KZ: I don’t think this is a time of turmoil in the sector. Our main target is to provide the common people with better services in comparison to others. We are coming up with mid-size aircrafts; seat capacity mostly of 70/80. During our operation, we expect 95% occupancy. Whereas, the big-size crafts with 200 seat capacity are currently operating with just 50% occupancy. The additional 45% occupancy is clearly one of our plus points.

4Ps B&M: What are the challenges that you need to be wary of?
KZ: There is no major challenge as such. The north-eastern region has always been neglected in terms of connectivity. So we witness a sky-high demand for air-taxi services. Looking at this potential, we are entering into the sector. The West Bengal Government and the North-East council are helping us to venture into the market. We are not worried about our competitors in the sector. We would rather, welcome healthy competition in this neglected north-eastern region.

4Ps B&M: Pls share some of your strategies to make Zav’s presence felt?
KZ: Our basic strategy is to provide economical air travel. As we want to connect various destinations with maximum comfort at reasonable prices for our customers. We plan to have a pan India presence in the coming future. Beside fulfilling the aviation need in Eastern and North eastern part of India, providing quality and on-time services with better safety to our customers is high on our to-do list.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

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