Music is no longer a priority but their ratings are zooming northward. Gross Rating Points grew 150% in 2009

and over the last three years, the channel has been growing consistently by over 100%.

Ninteen year old Anchit, a second year B. Com student at Delhi University, is single-mindedly focusing on becoming a Roadie. He has been appearing at the show auditions for two consequetive years now, but has not been able to make it so far. The failed attempts, however, have not discouraged Anchit’s spirit to live his dream. “I am sure next year I will clear all the rounds and become a Roadie. I will prove myself,” he resolutely told 4Ps B&M.

And there are millions of Anchits out there. Their biggest aspiration in life is to become a Roadie. Just click on the Orkut community for the seventh season of Roadies (auditions to go on-air in November 09’) and you can see for yourself the cult following for the show. It’s not just about the over 90,000 registered members, but go through the discussions and polls and you realise that becoming a Roadie is considered the single most significant achievement here. It’s coveted! It’s a badge! A status symbol! And so is Hero Honda Karizma! In the show, the Roadies take their respective Karizma through grueling terrains, harsh weather conditions and of course their own impatience… What started as a unique publicity campaign woven on travel and youth is now reaping rich dividends for India’s largest bike maker. Adds Anil Dua, SVP-Sales & Marketing, HH, “We have doubled volumes and market share in the premium segment in the last two years.” Incidentally, Karizma is the most aspirational bike in HH’s portfolio.

The best part is that MTV’s marketing success stories are no longer linked to just Roadies or Karizma. More and more marketers are putting their bucks where their mouth is and are showing more trust in MTV when it comes to engaging consumers. Last few years have seen a slew of ‘branded’ reality shows on MTV including Vodafone Splitsvilla, Airtel Connected, Pulsar Stuntmania, Kurkure Rock On, Kingfisher Fast & Gorgeous and so on. Today, when marketers think MTV, they certainly seem to think beyond the 30-second spot! Take the channel’s latest hit Pulsar Stuntmania. The show got an average TRP of 0.8 which is impressive keeping in mind that big ticket reality shows on GECs get an average TRP ranging between 1-3 points. What’s more impressive however are the results for the Pulsar bike, which has registered a 30% jump in sales after the show’s launch. An elated Milind Bade, GM Marketing (two wheelers), Bajaj Auto says, “We are in for the second season of Pulsar Stuntmania…The work is in progress. We are just giving it some breathing space but we will be on air again, some time next year…” And that statement brings us to another interesting fact. Most such engaging and compelling marketing associations on MTV have been going on for years. Pepsi Youth Icon has been around for 10 years, Hero Honda Roadies is entering its seventh year and Splitsvilla is preparing for its third season. And why not? Unlike the general pattern on Hindi General Entertainment Channels (GEC’s) where subsequent season TRPs are lower than the previous one; many reality shows on MTV have been doubling their ratings season after season. The season’s average rating for Roadies 6 was 3.11 – more than double the ratings for Roadies 5 (1.5). Similarly, the season average of Splitsvilla doubled from 0.65 in Season 1 to 1.5 in season 2. “Big time youth appeal and a strong connect with the target audience is what makes MTV really tick,” says Naresh Gupta, EVP Planning, Publicis India.

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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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‘Let go’ in this festive season

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Is consumption environmentally unfriendly? Is that why austerity is being proposed? Not really. Organic foodstuffs are more expensive than ordinary fare just as environmentally clean solar power is more expensive than dirty power from coal. The supposed positive relationship between consumption spending and the carbon footprint is tenuous – junk food and environmentally unsound material can often be consumed in large amounts since they are cheap. So consumers should not confuse austerity with sustainability or with responsible behaviour.

There are of course many, as I have already mentioned, for whom austerity is imposed by the slimness of their pay packets compounded by the recent steep rise in the prices of essentials. The communal way of life offers an escape for them – getting together for community festivities, complete with decorations and self cooked food instead of the expensive gaiety of restaurants and private fireworks. Not only do riches not always make you happy, you do not have to be rich to be happy. Our festivals are a time for social interaction which is not only cost-less but allows one to afford trappings – good food, lighting, fireworks – that solitary efforts cannot.

To summarise, I would advocate a “festival as usual” approach. If you have a lot and feel ashamed to spend it all on yourself, then spread the merriment around. You can remain “green” while consuming and also not go green with guilt – one man’s spending is another man’s income. If you do not have enough, think of grand festive alliances instead of austere seclusion. Do not kiss your festive inclinations goodbye. The show must go on.

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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 DAY IN THE LIFE OF TOI...

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India Poised, Lead India, Teach India to Let’s make this Vote Count in 2009, TOI has transformed its ‘information’ brand imagery to one of ‘empowerment’ over the last three years, says Pallavi Srivastava...

But ask Rahul Kansal, Brand Director, The Times of India (TOI), about TOI’s marketing initiatives in the last three years and he is quick to explain that content remains king for this 171 year old brand. “Marketing is secondary. For us, content is most important. Nearly 90% of our efforts go into improving content regularly, to make it engaging for readers,” says Kansal. And if that sounds a tad too pat coming from the brand head of an organisation that unabashedly celebrates marketing in its success, simply consider the manner in which the daily has consistently changed form and design to keep pace with its rapidly evolving target audience. Starting from the mid nineties, it transcends initiatives like more colour on TOI pages, leaner look, celeb columns and juicy Page One stories that interest and involve the youth - India’s fastest growing demographic. “We moved away from overdose of policy and politics and included lifestyle based news,” adds Kansal. With the result that today, TOI leads the charge among all English dailys in India with a total readership of 13.3 crore (as per IRS 2008).

TOI launched its first TV campaign in 1998 titled ‘A day in the life of India’. Campaigns, launched in the last few years, like Lead India and Teach India have not just allowed TOI to hog premium positioning as market leader, but the accompanying ground activation has kept the masses engaged with the brand like never before. Yet, Kansal says that their marketing budget over the last year has been just Rs.10 crore. He explains the reason as the heavy focus on print and outdoor ads in their campaigns. “For us, swearing to the idea is more important and that makes it effective,” he adds. Take for example, Teach India campaign that was rolled out in August 2008. TOI invited volunteers to take out some time from their routine to teach poor kids. The campaign got a massive response, with over 95,000 volunteers coming forward to take on the job. In July this year, a second round of applications for Teach India were invited and it netted about 30,000 additional volunteers.

Kansal asserts, “We don’t want ourselves to play the role of a passive provider of news. to our readers. We want to be a facilitator. We want to empower our readers to play a larger role in the making of a new India.” And that’s precisely what the future from Brand TOI is going to look like viz. making TOI readers connect to their “Idea of India” that is...

Shivanandan Pare
COO, Bigadda
“It is difficult for me to imagine India without Times of India for the basic fact that it is one of the oldest and most credible brand when it comes to news for the masses. It has given us brands like R.K. Laxman’s common man. it is impossible to imagine the daily without laxman’s cartoons. i associate TOI to a newspaper for india’s common man. Times of India is more of a habit in an average Indian’s life.”

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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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Brand Performance

What Microsoft has done to jump to No.4 in this category. Read on to find out

The most prominent entry to this coveted list is that of Microsoft.

Absent last year, Microsoft has jumped straight to the fourth position. Brand Performance increased becasue Microsoft focussed more on the ‘right retail outlets’ in India tying up with big organised players like Staples, Chroma, Reliance et al, which offered it greater shelf space and therefore greater visibility.

Microsoft also brought forth a fusion of style and science. Other new entrants are SBI, Infosys and HDFC. Even though the prevailing high interest rates proved to be a damp squid for SBI & HDFC, they came out as the ultimate winners thanks to the special home loan schemes the duo offered. What’s more, the moment RBI cut rates, both SBI & HDFC were quick to follow suit.

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

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INDIAN BANKS GETTING SET FOR A WHIRLWIND GLOBAL TOUR?

But therein rises a devil’s advocacy question: Is it really essential for Indian banks to go the M&A route? As Jagannadham Thunuguntala, Equity Head, SMC Capital comments, “It’s better to first scale up in the Indian market, before trying uncertain terrains in the global market. India itself has a huge potential. Considering the banking penetration rate, banks do have a huge opportunity to grow organically within India than without...” There is surely weight in the argument that for banks that have not yet leveraged their competence within India, it’s senseless just to shore up foreign operations simply to play to the gallery. Vaibhav Agarwal, Senior Analyst-Banking reiterates, “I believe that the domestic market in India is amongst the attractive markets globally, offering far higher profitable growth opportunities. On the other hand, the risk-reward trade-off and avenues for profitable growth in competitive global markets do not appear to be the best fit for Indian banks in this phase of their growth. That’s why we prefer banks (at the market place), which are more inward-focused.”

Moreover, the possibilities of inorganic growth within India are also endless. With a lot many small banks still existing in the market, the industry is due for a serious phase of consolidations as shown by the recent merger of HDFC Bank and Centurion Bank of Punjab. The marriage pushed HDFC Bank to the position of India’s third largest bank in terms of market value. But, it’s not only the potential of the domestic market that is keeping Indian banks away from tasting global waters. There are more roadblocks on this global path. The foremost concern is in the lack of advanced risk management systems. Experts believe that Indian banks lack adequate skill to even adopt these systems quickly. Technology too plays a vital role, not only because it has a direct impact on a bank’s business model and process quality, but as it also affects the bank’s distribution channels radically. For Indian banks, which still trail their global counterparts in application of advanced technologies, handling the global consumers would certainly be a tough call. Besides, adoption of new technologies itself will end up increasing costs and besides, they’d also have to invest in changing their accounting principles to adhere to international standards. Adds Bimal Jalan (see interview on page 64-65), Ex-Governor, RBI, “For going global, banks must also follow India’s regulatory system to ensure that the main company remains safe.” But that is business logic put simply. The fact remains that with international valuations languishing at brilliant lows, there is no better time to takeover a foreign bank than now. And then, not every deal is as bad as Jaguar, is it?

In the meantime, some Indian banks are doing all in their means to entice the global customer (not just NRIs), offering attractive interest rates and unique banking options through multi-channel strategies. For instance, ICICI Bank Canada and UK offer unique HiSave accounts to customers. True to name, these accounts offer a higher interest rate on deposits than prevailing rates, ensuring a virtual flood of applications to the bank. When launched in 2005, ICICI UK had to even turn many applicants away as it had not expected such rave response to its HiSave ads. If Indian banking’s baby steps into global stardom are having such an impact, wonder what the full stride will bring in its wake?

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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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Everyone loves a good slowdown

Uh... okay, not everybody! But our edit team prowled the roads of India Inc. and zeroed in on a few companies and brands that are loving every burst of the recessionary winds that are playing havoc with the economy. What helps is that India’s slowdown is actually defined as 6% growth. And the smart ones have been making all the right moves to convert the supposed crisis into an opportunity. Now that the green shoots of recovery are showing up all over, the 4Ps B&M team brings you the key strategies of some over-performers who defied every rule in the book and made the best of bad times.

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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 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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All hands on the deck, Captain!

Shahrukh khan to Host IIPM 4Ps Annual Business and Marketing Quiz

Great ads, greater roll-out plans, greatest financials... but ‘talent-crunch’ might just play the spoilsport!

Advertising, branding, positioning, geographical outreach... and any other progressive act that you could possibly cook up, were ‘once’ considered just the forte of private sector banks and their foreign counterparts. Not any more! The public sector banks (PSBs) have shed their conservativeness, for good and are tired of being branded as laggards. Today, their approach towards broader outreach, customer acquisition & education and product offerings is anything but the mark of a self-satisfied, complacent public banker. IDBI Bank is one such name, which has opted for an overdrive as far as re-positioning and re-branding are concerned. The project finance institution turned bank, is leading the race and is aptly recasting its business model, strengthening itself through organic growth strategies and basking in the sun of glorified financials!

Its newest taglines: “Not just for the big boys” and “Aao sochein bada” also project the inherent strength of the bank, which, for the first time in a decade, has hit a positive home-run – a positive net interest margin and the highest annual growth in terms of deposits and lendings (30%) amongst all banks in the country. And today, the bank is not just making money for its stakeholders but also working towards ensuring ‘some’ tomorrow for industries across the board. Picture this: IDBI Bank Ltd. is leading a group of lenders to arrange $1 billion debt for Air India (after the airline failed to raise funds from European banks to buy Airbus SAS aircrafts); some reverse osmosis at a time when the biggest of names in the vertical are running around with bailout bowls in their hands (and 9 more for bailout nos.2 to 10). The bank is aggressively pursing the dream of becoming the 5th largest bank by 2011-12, from being the current 8th. This would also help improve its low cost current account savings account (CASA) ratio, which is pegged at 15.22% of the total deposits to somewhere close to 40% (which is the standard for other public sector banks).

So there’s some dream, and happily complemented by ambitious financials. Digest this – it is targeting a growth of more than 100% in its business to touch Rs.3.35 trillion by FY2011 as compared to FY2008. Considering that market reports suggest an estimation of Rs.2.1 trillion by the end of the current fiscal, another good year will just see it get there! So there’s it – great dreams, super numbers and big hopes... but not sans challenges! And what’s the catch? Having obtained the much needed licence from RBI to add 200 branches (at present it has 508 branches and 880 ATMs) by March 2009, its expansion plan had to be ‘carried forward’ for lack of managerial staff. Given the fact that IDBI expects its branch network to grow by 40% (which will indeed enable the desired business growth), ‘talent - crunch’ may just play the spoilsport.

For now though, IDBI is staying away from inorganic diet; having achieved much success in the change process, as Yogesh Agarwal, CMD, IDBI Bank happily quotes, “The bank has indeed come a long way from being a pure development financial institution and is currently transforming into a new generation, full-service commercial bank...” Better safe than dead! But considering that its internal growth plans are paying well, there’s no need to be swept away by the M&A wave... Silent waters run deep... But wait! Is IDBI playing the ship, or is’t the ocean itself? Whatever its intentions, it needs all hands on deck – manpower! [And that one was for you, Captain Yogesh!]

Gyanendra Kr. Kashyap

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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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No individual can be bigger than the game.

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Interestingly, this statement is especially relevant to marketers who are looking to strike the right shots with their shrinking budgets in a slowdown. Pawan Chabra & Pallavi Srivastava of 4Ps B&M examine why, in humbling times, IPL promises marketers what the best celebrities cannot.

Is thrift the only mantra of the season? Well, market logic dictates that it’s not just about cutting back on your resources (read: marketing budgets) but also carefully analysing where the cost benefit analysis of a marketing investment can work overwhelmingly in your favour. Thus while companies are cutting corners in their marketing budgets, it would all be in vain if they cut the wrong corners!

So faced with the question: In whom to invest? In Hrithik Roshan or Shahrukh Khan’s Kolkata Knight Riders? marketers should pause before answering. For the latter promises an intoxicating, blockbuster combination of Bollywood and cricket. Last year, the combo had sent an adrenalin rush through the veins of marketers and advertisers. Most probably, you’re one of those who doesn’t even need to ask how the combo could generate a high sense of excitement among marketers. The answer is obvious. Lalit Modi! The man gave India an excellent platform to combine the protagonists we’ve mentioned above, by his biggest adaptation of the Indian Premier League (IPL). Just brush up your memories a bit and you’ll be able to easily recall the scenario of the last season when everybody was crazily fighting to grab a share of the lucrative IPL cake in any possible form.

Well, if last year, in the peak of the boom, IPL made some sense, this year, in bust times it makes for indisputable business logic! A lucrative deal under IPL may force marketers to channelise their advertising budget from somewhere else, which may also include dropping expensive brand ambassadors or regular advertising spends. That’s the reason why Coca Cola India prefers Shahrukh’s Kolkata Knight Riders (KKR) and Delhi Daredevils over superstar Hrithik Roshan. One look at Coke’s advertising patterns on TV will reveal that Coke has not come up with an ad featuring Hrithik for a long time (after the last ‘Jashn mana le’ ad commercial). Moreover, the frequency of Coke ads has also relatively gone down. Similarly Sprite (for which Coca Cola India has tied up with KKR) also doesn’t have any brand ambassador as of now (Sania was the endorser of Sprite earlier). Undoubtedly, Coke is spending its marketing budget wisely. Probably that’s the reason why they have tied up with Delhi Daredevils for brand Coke and with KKR for Sprite.

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

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Focus on your brand

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Take Maruti Suzuki: The now wholly-owned Japanese brand, it seems, changed gears just in time to survive and thrive despite the slowdown. Though not completely unaffected by the slowdown (the market leader posted a decrease in sales for all three months in the last quarter), in January 2009, Maruti Suzuki bucked the trend and reported a 5.59% increase in domestic sales. A closer look at their figures reveal that their recent additions to the A3 segment (D’zire and SX4) is what is making the numbers look so cool. The segment saw a two-fold growth, selling 6,590 units (even higher than their cash cow Maruti 800) as against 2,939 units in the same month last year.

But managing their brand portfolio well is not Maruti’s only claim to the marketing fame. Over the last quarter of stagnating sales, the motor company went on an overdrive to enhance its market penetration. For one, instead of restricting its annual dealer level discount scheme till the end of December (as it does every year to clear year-end sales), Maruti extended the lucrative cash discounts way into February; next up is their strategic tie-up with Corporation Bank to finance Maruti Suzuki vehicles on an all India basis to enable credit access at a time when banks are antsy about lending too easily; and finally, proactively embracing the ‘voluntary disclosure of fuel economy’ to drive home the message to consumers about their leadership in making highly fuel efficient cars. As per Shinzo Nakanishi, MD & CEO, Maruti Suzuki India Limited, the move “would enable customers to make an informed choice when purchasing a car in the market.” Look closely and you realise that all these measures were perhaps aimed at luring those 40 million PSU guys, presently flush with funds they made from the 6th Pay Commission killing. “The recent pay hikes and arrears given to more than 5 million government employees after implementation of 6th Pay Commission report can bring back the lost momentum in the industry,” says Shushmul Maheshwari, CEO, RNCOS.

What did the guys at Maruti do? They revitalised their brand despite and in spite of the slowdown by simply emphasising its core brand proposition – value for money, fuel efficient cars – and increasing its value!

What? You think that was a fluke? Okay, here’s another one!

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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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Have the cars, lost the road!

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The company had undertaken some prolific investments in the United States, but now it all appears to be overdone to an extent. While launching the expanded R&D facility in Michigan, Shigeki Terashi, President, Toyota Technical Centre said, “Toyota’s investment of $187 million to advance R&D demonstrates our commitment to the North American automotive industry.” Was this called for? An open question…

As a result of this argument, Toyota after a long hiatus is ready to offload close to 1,000-1,500 regular employees in this crisis. Toyota employs close to 30,000 workers in North America and UK and operates about 11 plants in these regions. The company also plans to trim its workforce further and wants to get rid of more employees through VRS. It is now clear that even for Toyota, the days of halcyon could well be over and a stricter market analysis is the call of the day.

Hit hard, Toyota is already beating around the bush or at least visibly so. Before the entry of the new president from the founder Toyoda family, the company has started working on the ‘Market Vision Plan’. Under this plan, Toyota will be working in a more docile way. For once, the company will be focusing more on product susceptibility to changing market conditions, planning for product launches up to the year 2015 and managing production cycles better. In all likelihood, Toyota must modulate its production in line to the changing demands of the market and must have the flexibility to divert unsold inventories towards more prolific markets.

The last six months have made it clear that even Toyota is not immune to making strategic bloopers. As a result of its aggressive expansion strategy, perhaps gloating from its success of becoming the world’s number one automotive manufacturer; an inevitability that was being talked about for years; Toyota is now making news for the wrong reasons. It has been rightly said, you cannot have too much of a good thing. Now what does Fujio Cho do with all those cars???

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Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM set to beat economic slowdown
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Play the masterstroke

IIPM set to beat economic slowdown

Don’t be exhilarated by falling home loan rates, the best time to buy your dream house is still to come

Time, money and opportunities wait for none. And thus not timing the opportunity stands for loss of money. That’s why Gurus say have patience. After all it has its own advantages, especially for those who are involved with the financial and the real estate markets. And considering the present market conditions one such opportunity seems to be present ‘round the corner’ for those who are waiting to invest in real estate.

As the demon of slowdown slowly creeps into the Indian economy and the government is trying to shrug-off all concerns with its stimulus packages. As part of a good news for aspiring real estate buyers and as a result of the combined effort from the government and the Reserve Bank of India, home loan rates have come down substantially. While the interest rates on loans up to Rs.5 lakh has been restricted up to 8%, the same for loans between Rs.8 lakh and Rs.20 lakh is fixed at 9.5%. Moreover, the above mentioned rates can be fixed for up to five years. Now, with these cheap and easily accessible loans at their disposal, its a natural tendency for many of the aspiring home buyers to jump forward to buy their dream house. But then, they should not forget the rule of timing the market. Because as of now, though we have witnessed a slight fall in real estate prices it’s still far from what is being anticipated. (Some very optimistic valuations show that the prices would go down by 40-50% across India. However, few pessimistic research firms like Macquarie Securities confirm that the price falls in most part of India would be around 25%).

Moreover, the real estate players, who are still holding onto their around 50% profit margin, are set to enter into a phase of debt repayment soon. Considering their present liquidity starved situation, the upcoming debt repayment would mean that they are bound to cut on their prices to be able to realise funds stuck in unsold and halfway through projects. And then we may see some real fall in real estate prices. Going by the logic, it’s definitely not advisable to invest in real estate at the moment, feel many experts. Indraneel Karlekar, Senior Vice President and Head of Global Research & Strategy, ING Clarion Real Estate Securities explains to 4Ps B&M, “The macro economic indicators are not yet favourable for investing in reality and the investors should wait for now.”

However, while playing the ‘wait and watch’ game one must not forget the fact that over-waiting with greed may also dampen their profitability. By the way, did you manage to time Satyam’s scrip? Well, some did. Believe it or not, they have tripled their money!

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Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
1500-plus IIPM students placed across the country with 44 bagging international offers
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Khiladi unbuttons!

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

Joining the league of Shah Rukh Khan, Aishwarya Rai and Sania Mirza; Akshay Kumar, in 2008, became the global brand ambassador of Levi’s 501 collection. While SRK, Rai and Mirza have been the global faces of Tag Heuer, L’Oréal and Adidas respectively; roping in Kumar for the relaunch of their 501 ‘Live Unbuttoned’ campaign, at a time when he was at the peak of his popularity was definitely a smart move by the honchos at Levi’s. The year also saw international luxury watch brand – Tissot – rope in the new chick on the block, Deepika Padukone. It seems that Indian Bollywood stars are all set to take on their international avatars.

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Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM set to beat economic slowdown
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When virtual hopes truly come alive, online...

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SANJEEV BIKHCHANDANI, MD & CEO, INFO EDGE (INDIA) LTD.
naukri.com has been the cash cow for Info Edge (India) Ltd. Here is the man who began it all, talking what his prime focus and targets are, pan-sectors, pan-globe!


How has been the journey of Info Edge since inception?
The journey has been wonderful. It had witnessed its own ups and downs. We have a very successful job and matrimony business and we are in the process of creating one in the real estate also. Even our gulf operations are also doing well. Thus, overall we are satisfied with the growth of the business.

Has the global economic slowdown affected your online portals business?
Yes it has affected us, as in this quarter we grew at just 24% compared to a fantastic 60% in the same quarter a year ago. So undoubtedly, the slowdown has affected us. But a major reason behind this fall in growth was a negative externality. It was because of the slump in hiring due to global economic slowdown.

Out of all the portals which one is the most profitable one and why?
The largest in terms of revenue is naukri.com, followed by Jeevansathi.com. But undoubtedly, naukri.com is the most profitable one. Although in Q2 of this financial year we saw a slump in growth, but the overall profitability of the portal has remained high. And as I mentioned about the major reason behind this drop in growth, it is all to blame on the discouraging yet true global turmoil. The reason for naukri.com being the cash cow is that we have the first mover advantage till date.

What are the challenges that you face in your business of online portals?
There are a lot of challenges and the recent one is the maintenance of strong growth amid the present slowdown. Moreover, managing your employees and curtailing expenditures are the other challenges. As we presently have a total of nine businesses, maintaining all their health is a challenge.

What’s your take on the competition in the industry?
You see, we expect that our competition will be more affected by the slowdown than us. Thus we expect that we would come out strongest from the slowdown in every manner.

How much revenue is earned from advertising?
Much advertising comes from job related sites and things. Non-job related sites contribute only 3%-4% of our total revenues. Which are your main target market cities in India, and what are the factors that you consider before moving to a city? Our main target markets are Bangalore, Chennai, Delhi, Ahmedabad, Mumbai and Pune, but we also have presence in Tier I and Tier II cities. But before moving to a new city, we look at the local market and consider factors such as internet penetration and the web traffic.

How do you plan to market your portals in India?
For different portals, different marketing strategies are followed by us. Like for instance, for naukri.com, we sponsor HR events and do direct marketing. For Jeevansathi.com, we do a lot of advertising including online and television advertising along with telemarketing. However for Shiksha.com, we don’t do much of telemarketing but do online and sales force marketing.

How has the real estate slowdown impacted you?
It’s in our interest. Builders need buyers and we are the most efficient way of bringing buyers to builders, and therefore we are used a lot more. So it has affected us adversly.

Do you have any major tie-up at the moment?
Yes, we do have some tie-ups with media publications in the job space. However given a choice we prefer to operate alone.

For more articles, Click on IIPM Article.

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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According to Prof. Nicholas Stern

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According to Prof. Nicholas Stern, IG Patel Professor of Economics and Government, India Observatory, LSE, “The world needs to cut carbon dioxide emissions to 2 tonnes per capita by 2050 and India would need to do the same. Therefore, India needs to look ahead now.” Easier said than done, as – even for the Indian government – to move over to the so-called green fuels in one shot is not only prohibitively costly, but downright impractical.

Add to it the fact that carbon trading, as a concept, and as a monetary unit, still lacks global acceptance. Said Bill Sneyd, Director, Advisory Services, The Carbon Neutral Company to 4Ps B&M, “There is still a lot of volatility associated with the carbon price. This is caused primarily by the economic downturn – the expectation is that there will be lower demand for Allowances under the EU-ETS because companies are contracting (or at least not growing as fast as was expected).” Add to it the fact that there have been growing voices in the EU that post 2012, India and China should be restricted from trading in the carbon market unless they also take mandatory sector-wise energy efficiency targets. Clearly, unless Indian companies learn the art of being as unethical as developed economies and their companies have been, perhaps India will continue getting carbon-date raped!

For more articles, Click on IIPM Article.

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.
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
Why Study Abroad When IIPM Gives You 3 global Advantages!