Through the frosted glasses in Daizo Ito’s swanky office in Gurgaon, one can clearly see the growth and chaos bustling in and around Gurgaon.

But an unconcerned Ito is focused on only one thing: how to convert the Japanese behemoth’s missed chance in India into an opportunity to make Panasonic a trusted household name in the country. By Aditi Prasad

The thrilling World Baseball Classic (WBC) finals held at Los Angeles’ Dodger Stadium earlier this year saw Japan and Korea slug it out for the title, with underdog Japan winning the championship on the back of the team’s super pitching form. Some commentators believe that the photo finish WBC event irrevocably established that baseball was no longer just an American game. But for some others like Daizo Ito, Panasonic India’s Chief Executive, it signified much more than that viz. the curious case of the Indian consumer durables market where Koreans monopolise the segment at the cost of global Japanese heavyweights like Panasonic. Japan beat favourites Korea in the WBC finals, and Ito now has a plan, if not to beat, then at least, join the ranks of the Korean biggies in India’s Rs.26,000-crore durables market.

“We are no longer pussy cats, but hungry tigers,” Ito avers, with a roar, his towering personality almost dwarfing his swank cabin in Panasonic India’s premises at Gurgaon. For those who came in late, Panasonic was one of the first consumer durable companies to have spotted the India opportunity way back in the 90s, much before LG and Samsung soared into the limelight. In Ito’s own words, when he was sent by Chairman Nakamura to take charge of Panasonic’s India operations 18 months ago, he was “shocked” to see Panasonic languishing near the bottom, at 16th position in brand awareness among all its rivals. “In most other Asian countries, we are at the number 1 or 2 positions competing with either Sony or Samsung,” he laments.

Not that the big guys at the company headquarters in Japan were caught napping. Instead, all these years, Panasonic had been merely looking at China as their big growth engine. With the result that today, China contributes almost 8% to Panasonic’s global turnover; while India’s share stands at an embarrassing less than 1% of the behemoth’s global revenues. Ito however is in town to challenge status quo. Reputed somewhat as a turnaround man within Panasonic, the man has, to his credit, turned around the fortunes of Panasonic UK and has also taken his company to the number one position in Thailand over the last few years. Now his eyes are fixed on India. “Panasonic’s 100th anniversary is in 2018 and my gift to our headquarters on that occasion will be to make Panasonic India a stark success,” he avers smilingly. Ito has already got off to a good start. The last year has seen Panasonic jump from relative obscurity to right under the floodlights, courtesy a big budget marketing blitz with a host of ambassadors, including the new heartthrob Ranbir Kapoor and even the Bachchan father-son duo for their ECO initiative.

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.
IIPM enters into media education
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IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
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With hope, all the way

December 7, 2009 will witness world leaders from 192 countries gather at Copenhagen to attend the most coveted conference – the United Nations Climate Change Conference. The conference will supposedly decide the future of our planet, which may go into oblivion if a definite framework on limiting carbon emissions before the expiry of Kyoto protocol is not formulated. UN, in its endeavour to connect with the general public, has devised a cause-related campaign with the leading ad agencies of the world (including O&M, McCann Worldgroup, Euro RSCG, MPG, Draft FCB, Tribal DDB, Colle+McVoy, Saatchi & Saatchi, Digitas, Interbrand) by the name of Hopenhagen, which signifies a more hopeful way of living in the future without any adverse effects of global warming. Seems that the mantra of hope propagated by US Prez Barack Obama will find solace in all the major ‘changes’ taking place in the world.

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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

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

IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM - Admission Procedure
IIPM, GURGAON
IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

IT’S NEO, IT’S NOW!

And the good start of the ODI tournament reflects that the channel’s efforts have worked. As per aMap, the fourth India-Australia ODI got a TRP of 2. Neo Sports’ Marketing Head Abhishek Verma, says, “We are very happy with the initial response to the tournament. And these are aMap ratings… The TAM ratings for cricket matches are generally double of that of aMap. Moreover, as it is becoming a close fight for the series we are expecting an average TAM ratings of 8-9 points for the entire tournament. The advertisers’ response to the tournament has also been good. Neo Sports got eight sponsors on board, including brands like Hero Honda, Tata DoCoMo, Gillete et al. In fact, DoCoMo has joined in as a sponsor for the entire six month season on Neo cricket The ad rates are Rs.3.5 lakh for a 10-second slot for bulk buyers and for usual buyers, it is Rs.4 lakh. This is at-par with the much hyped IPL 2 ad-rates. When quizzed about the warm response from advertisers for the Hero Honda Cup despite the recent bad performance of cricketing events on TV, a media planner said, “Any India playing cricket attracts eyeballs. That’s why bilateral tournaments with India get a very high rating and wider reach, compared to a tournament or a Twenty20 cricket (excluding IPL). This is because there is no fear of India getting knocked out. And that’s why advertisers are excited about the India-Australia series.” Neo cricket is expecting Rs.150 crore revenues from the ongoing HH Cup alone. For the six month long season the channel expects ad revenues approximating to Rs.500-600 crore. This figure is close to 40% of the entire advertising spend on cricket in a year (Rs.1300-1500 crore).

But the question is with channels like ESPN (seasoned in sports broadcasting globally) and SETMAX (that has some of the hottest cricket properties), will a two year-old channel like Neo cricket be able to make a space for itself? On the face of it, this may look like a herculean task, but Neo has been doing well on the back of the telecast rights for all international and domestic cricket played in India. In fact, the channel became the most watched sports channel in 2008, with a market share of almost 28%.

And keeping in mind India’s fascination for cricket (at least when the Men in Blue are around), Neo is sitting on a gold mine... at least till it owns those telecast rights!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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

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

IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
Detail of all IIPM branches
IIPM - Admission Procedure
IIPM, GURGAON
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

When Spin Doctors give the PR Push

How different it is to build a political brand as compared to a corporate brand through PR activation? Well, it’s similar... but not identical!

It was during April-May this year that all of us were subjected to the frenzy created by the political parties and their choice of leaders in a run up to General Elections. Political posters, advertising spots, hurried activities and flurry created by rallies screamed all through the day to ‘vote-for-me’ pleading candidates. The distorted images of leaders wrestled for attention, holding onto the voters’ index finger. A while later you found yourself in the ballot booth, conscious of the fact that your vote counts, though subconsciously sending off similes of candidates who successfully incarcerated your attention.

Yes, welcome to the world of ‘undeciders’! And being in this special ‘undecided’ category, you happen to prove all exit polls wrong and make the unthinkable happen. You end up voting for a candidate who has been able to communicate his achievements effectively. The man, or the woman, you voted for may be as good as the competition, but he or she has scored in terms of efficiently and effectively communicating with the buyer; read voter in this case. The situation at a hyper-market is so much alike. Building a political brand is similar to building a consumer brand – similar, but not identical. To build a consumer brand, a product is needed to position against a target group. A political brand, on the other hand, is developed to strike functional and emotional values to an electorate despite the difficulty of defining the market place. The single most distinction towards PRable communication between a consumer brand and a political brand is the ‘value proposition on offer’ around which a consumer brand is built. A political brand is positioned on the basis of the history of the political party, credentials of the political leader and the character that is to be highlighted on the block. These three fundamentals of communication for a political brand make it a tad complex over a consumer brand. The political brand must signify party lineage ably supported by credible manifestos and policies. The party’s credibility typically has a huge rub off on the positioning of an individual leader. Similarly, soiled reputation of a colleague on the political brand can hamper the desired image. There are often multiple opposing brands in one party, more so for Indian electorate where allies come together to form a ruling party or an opposition. For instance, the Congress has a certain brand image and equity, and its allies and political leaders have their own brand image. The PR strategy needs to inculcate such details, especially while positioning a leader at constituency level. For a consumer brand, the brand positioning is devoid of sub-brands and complicated alliances. The attributes of a consumer brand reach out to a specified target audience nationally.

With the evolution of media sphere and increased public scrutiny, corporates and politicians alike are under intense pressure to act transparently and hence the need to communicate. PR perhaps gives them the edge on any other medium to communicate effectively to the target audience, as PR places exposure through third party endorsements and brings about credibility. While PR communication for a consumer brand is more forthright and is based on key characteristics, a political brand is more focused on building an emotional quotient with the target audience. In western countries, Political PR is often referred to as spin doctoring. While the term spin doctors may have some negative connotation, it essentially includes selectively presenting facts and quotes that support one’s position. Spin doctoring carefully times the release of certain news so it can take advantage of prominent events. In India, while Consumer PR has evolved to a large extent, Political PR is still carried on a selective basis with the sole intent of managing media exposure during the election process. However, with PR coming of age, it is only time that political PR will gain ground and be a part of the political team at a more strategic level.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

Outlook Magazine's B School Ranking Scam Exposed
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Can Piaggio ride faster?

IIPM: An intriguing story of growth and envy

As per the latest reports, Piaggio has plans to launch brands like Gilera, Aprilia and Derbi (a small motorcycle), alongwith the much-popular Vespa brand. “If Piaggio will enter the Indian two-wheeler market, the Vespa brand will definitely be there. But it’s too early to talk about the other possible brands,” adds Chopra. But what convinces Piaggio to mark a re-entry after a long 10 years? “The Indian two-wheelers market is one of the fastest growing after China in the world. Moreover, its attractiveness ensures that competition will get all the more intense going forward,” shares the market leader’s top honcho, Shinji Aoyama, President & CEO, Honda Motorcycle & Scooters India limited (HMSI). HMSI enjoys more than 50% market share in the scooters segment. When quizzed on his vision for the two-wheeler market, Piaggio’s Chopra agreeingly states, “We at Piaggio see a huge opportunity in the Indian two-wheeler market and we would not like to miss out on the same.” As per industry sources, the company will be manufacturing two-wheelers at its manufacturing plant at Baramati, Maharashtra, where its three-wheelers are currently being manufactured.

In fact, Piaggio is also equally bullish on the three-wheeler segment and it plans to roll-out variants in petrol, CNG and LPG by end-2009. “We pioneered the LCV segment in the country and we are the market leader despite the fact that there was a big market that Piaggio wasn’t catering to,” avows Chopra. The company is also planning to launch a mini truck – a half-tonne 4-wheeled truck by early 2010. But the biggest task would be to win the consumer’s trust when it comes to the two-wheeler segment for Piaggio. The company will have to spend bigger bucks to ensure closer ties with the consumer. The already comfortable position of Piaggio in the three-wheeler segment, will help the company in both the branding and distribution aspects.

However the top spot in the scooter segment for now surely remains a distant dream for Chopra, as the situation now is a whole lot different to what it was back in the 90s. Can Vespa make this ride easier? For now, your guess is as good as ours!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

WESTERN UNION

IIPM: An intriguing story of growth and envy

GOAL: To deliver a consumer intent increase of 25% and transaction increase of 15% for the company.

STRATEGY: To bridge the gap between family and the earner (who is abroad) on special occasions and festivals.

CHALLENGE: With Chennai being single largest market in India, the task was to develop a different brand identity in order to differentiate and position it as a service that delivers beyond functional benefits.

IMPLEMENTATION: On Pongal, WU created a unique consumer touchpoint: LIVE ON RADIO phone call to a loved one abroad and also an SMS exchange of both phone numbers. Next, a 15-day promotional blitz invited participation using spots on FM channel Hello along with on-ground mall engagement.

EFFECTIVENESS: The campaign reached out to 1.1 million people, with over 5,000 families connected via phone and 100 of those connected live on the radio. WU transactions for the quarter grew at around 24% versus the same quarter year ago. It also garnered a 43% increase in ‘Preference & Intent’ levels for the WU brand in Chennai.

Neha Saraiya

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

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.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

IIPM Related Links
IIPM - Admission Procedure
IIPM, GURGAON
IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

‘Let go’ in this festive season

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

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.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

Outlook Magazine's B School Ranking Scam Exposed
Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

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IIPM, GURGAON
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A DAY IN THE LIFE OF TOI...

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

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.”

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

Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
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IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

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.

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.
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS
IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes

Here’s how 4Ps B&M and ICMR got together to pick India’s best and the brightest companies of 2007

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The list of most admired is an exhaustive report card brought out in collaboration with the Indian Council for Market Research, on the reputations of respective Indian companies. The survey was conducted in different phases. We started with the S&P CNX 500 list. The NSE 500 were chosen as the base because of their broad-based benchmark of the Indian capital market for comparing portfolio returns vis-à-vis market returns. The S&P CNX includes only those companies which have a minimum listing record of six months and must have demonstrated high turnover and trading frequency. The list of companies represents about 90.30% of total market capitalisation and about 80.02% of the total turnover on the NSE as on March 30, 2007. Another reason for choosing the NSE 500 as base was that these companies are dis-aggregated into 72 industry indices viz. the S&P CNX Industry Indices. Industry weightages in the index reflect the industry weightages in the market.

Subsequently, the team diligently went through the list to shortlist the top 125 companies. These companies were further shortlisted by the 4Ps B&M editorial team based on the performance of the companies in their respective sectors over the last one year, including compiling and sorting the 100 companies’ financials for FY ’07 (Profit after Tax, Earning per Share, Sales & Market Capitalisation). The number of employees employed by respective companies in FY ’07 was also taken into consideration.

In the second phase, the ICMR team (led by Shivalee Kaushik & co-ordinated by Ankuna & Sakshi Syal) conducted an opinion poll of these 100 companies, based on the parameters of reliability, innovation, employability factor and investor confidence (investor in the company as a brand and as a company). The respondents were asked to rate each of the companies on a scale of 1-10 where 1 is low and 10 is high on each of the parameters. The sample size for this survey was 4000 respondents across the five major cities of India (namely Delhi, Mumbai, Kolkata, Chennai & Bangalore).

In the self-descriptive tables on the ensuing page, companies under each category have been sorted on the basis of PAT for FY ’07, market capitalisation as of 30th November 2007 and number of employees (based on their individual annual reports).

Source : IIPM Editorial, 2008

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

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S. RAMADORAI... CEO & MD, TCS

S. RAMADORAI... CEO & MD, TCS
When growth only means donning the leader’s hat!

Nurturing and catapulting an Indian IT company to make it a $3 billion Asian leader is not easy. But it’s not impossible too! Well, that’s what S. Ramadorai, a Delhi University, IISc & California University alumnus and today, TCS CEO & MD feels as he says, “Learning is a continuous process which does not end with formal education...” And it is this very thought, led by strong vision that has helped establish the credibility of TCS as an organization focused on ongoing professional development while curtailing its attrition rates. It’s thus not without reason that this Padma Bhushan recipient has managed to set superior benchmarks in the Indian IT industry. He has also received many honours like CNBC Asia Pacific’s prestigious ‘Asia Business Leader of the Year’ award & the ‘Management Man of the Year’ award by the Bombay Management Association – and all for someone who was just an engineer at TCS in the 1990s. How’s that for growth?!

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Source : IIPM Editorial, 2008

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

Steel, zindagi bhar

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BRAND : Steel for life
AGENCY : JWT
BASELINE : Steel, zindagi bhar

DESCRIPTION : Mother and daughter are waiting for the Metro train to arrive and the daughter, who is wearing a plaster on her hand, asks her mother the reason for putting steel inside her cast. The mother says it’s because steel is strong giving her various examples. When they enter the train the girl asks a man whether the handles are made of steel and he tells her that the whole train is made of it, to which she cutely replies that there is steel even in her plaster, as steel is strong.

4Ps TAKE : Seldom before have steel ads managed to create a strong emotional connect. Well, kids always take care of that bit, don’t they! The ad powerfully communicates the USPs and weaves them brilliantly in the story-board, through the escalators, the Metro, even the cast. Bringing out the message powerfully, the single-minded focus of this ad is to strongly establish how steel impacts lives in general; and it succeeds. Quite a show of strength!

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Source : IIPM Editorial, 2008

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

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Indian Oil Corporation

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It’s the 18th largest oil company in the world with 8,952 kms of pipeline. Need we elaborate?

Talk about oil, and adjectives that come to mind are – slippery, yellow, dense, dirty. Famed and respected? Nah! But when the Incas called it ‘liquid gold’, they certainly, understood the power it could generate. And going by the fact that Indian Oil Corporation (IOC) garnered a blazing Rs.1.83 trillion as revenues during FY06 alone, the corporation seems to have understood why the Incas were known for their prosperity! The public sector behemoth, generates immediate trust in minds of Indians! A Fortune Global 500 powerhouse (ranked at an impeccable 153), IOC stands for ‘inspired India’, and all because it dared to get into brand differentiation of petroleum and oil. Today, it has gained tremendous brand equity, with its basket of super brands like Servo, Indane, and Xtral. “There are two aspects to our promotion, to promote brands which need support by way of ads and through brand building strategies...” an IOC official told 4Ps B&M. The approach, besides the run-of-themill dealer incentives and on-field activities, involves agreements with other trusted brands like Citibank and Coca Cola, which further helps IOC leverage its brand image.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

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Why Johnny Depp is the sexiest pirate of ‘em all?

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Walt Disney Pictures’ epic adventure Pirates of the Caribbean: At World’s End – the third of the trilogy – from Jerry Bruckheimer Films, landed in the global box office record books and laid claim to the biggest opening in industry history. An unprecedented gross of $401,000,000 in its first six days of release, a figure that surpasses the previous record of $382 million set by the six day opening of ‘Spiderman 3’ earlier this year. In the US, the film set a new record for the four-day Memorial Day Weekend with its gross of $142 million. It had record-breaking openings in the following countries: Korea ($18.4 million), Japan ($15.9 million), Russia ($13.7 million), Spain ($11.6 million), Taiwan ($4.5 million) & Netherlands ($2.8 million). It also set new Walt Disney Studio records in the UK ($26.6 million), France ($17.7 million), Germany ($16.8 million) & Australia ($9.9 million). Pirates of the Caribbean: At World’s End rolled out on over 29,000 screens worldwide and showed on a record number of digital screens in the US (1,064) & Internationally (414). Mark Zoradi, President, Walt Disney Studios Motion Picture, Marketing & Distribution said, “We knew that audiences all over the world were excited to see Johnny Depp and the rest of the fantastic ‘Pirates’ cast in this latest adventure, but this record-setting response at the global box office has been nothing short of incredible. ‘Pirates of the Caribbean: At World’s End’ now has the distinction of having the biggest opening in movie history, and we’re extremely proud of that achievement.”

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life’s on a co‘roll’a!!!

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Style, looks and comfort... wait, do you mean the Corolla?

Purchasing my Toyota Corolla H2 model in July 2005 was the most expensive impulse purchase decision that I’ve ever made so far in my life. I remember going out for a lunch with my wife when we casually dropped by a Toyota showroom to kill time. We had a discussion with the dealer, came down after negotiating & spoke about financing deals when I suddenly gave-in and asked for a ridiculously high discount to finalise. When he actually took permissions and consented, was the time when we really got serious to think and discussed how the financing would work & decided to buy the car that I had been waiting to buy for so many months! I aspired to have a good car from my own since childhood days. Like most others, I was looking for a car that could give me good mileage, good power, a smooth drive & at the same time looked great. Toyota Corolla was always on top of my wish-list.

I’m especially fond of driving for long distances with my family and found the car to be a winner in all aspects of power & comfort. Japanese cars generally take care of a lot of unforeseen issues that one could face in using cars over a period of time. My Corolla is already a family member and we can’t do without each other. Love my Corolla!

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Source : IIPM Editorial, 2008

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

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The runner-ups...

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With the ad rankings behind us now, it is time to focus on those print and electronic ads and billboards, which could not make it to our coveted rankings, nevertheless, they’ve created quite a stir among the ad-frat and consumers alike. Most debated, most discussed, well appreciated or blasted, whatever they may be , we bring them all to you. Check out the hottest spots for this fortnight and decide yourself...

CATEGORY: Online
BRAND: Sony Ericsson
BASELINE: I love making news
AGENCY: Saatchi & Saatchi

4Ps TAKE: This time Sony Ericsson is in love with making news and how! In the latest online advertisement of its cyber shot range, the picture of a man comfortably resting his cycle over a platform on water is taken; what’s more, that becomes the headline picture of a newspaper. The power idea is to depict the picture clarity of the Sony cyber shot – which is equivalent to a photographer’s sophisticated high-quality camera. Great example of how Sony Ericsson value adds to your everyday life!

CATEGORY: Billboard
BRAND: Hutch
BASELINE: NA
AGENCY: O&M

4Ps TAKE: Sometime back, we saw Irfan Khan voicing it out for Hutch and now it’s up on the billboards too. Yes! Rs.99/month rocks. The focus is to inform Hutch pre-paid users (and of course lure away the users of other connections!) about its latest offering: which entitles them to a one-month validity for only Rs.99. The communication is powerful, packed along with a witty comparison: Bus fare for a month-Rs.250; Stay mobile for just Rs.99. The USP is the Rs. 99 effect that’s bound to grip the attention of Hutch pre-paid users. Power idea is to induce the bottom of the pyramid into the Hutch plan. So, stay Mobile!

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Source : IIPM Editorial, 2008

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

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Saying ‘YES’ entrepreneurship!!! To YES BANK enlightens its employees with its entrepreneurial eloquence…

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Protected by regulations, the ‘medieval era’ of Indian banking industry is passé. Rapid transformation from sarkari banks (read nationalised) to multinationals (catering to the elite few) has seen the sector reaching its new avtaar. But the ‘tipping point’ for this transformation is undoutedly the opening up of the sector to private players, which heralded a new dawn for the banking industry of India. Post liberalisation, a number of banks started operations in the country, to capitalise on the burgeoning demand of retail banking. In 2004, two seasoned banking professionals, Ashok Kapur & Rana Kapoor laid down foundations of YES BANK. The bank filled the all important gap created by nationalised & MNC banks. Associated with the finest pedigree of global institutional private equity investors – CVC Citigroup, AIF Capital & Chrys-Capital, YES BANK commenced operations as a full fl edged scheduled commercial bank in India. Despite being a young player in the banking arena, YES BANK has set for itself big targets, like being a core facilitator in the build up of a ‘New- Age India’. The bank engages each ‘YES BANK’er to accelerate its growth and these partners, on their part help to provide the customers of the bank, a delightful banking experience.

In an interactive tête-à-tête with B&E, D.R. Kurane, President, Yes Human Capital, says, “You need to understand the role of HR in a service industry. Industry to industry, things are very different. So you need to ask – what drives business? It could be marketing, product or pricing.” But the real difference between a potential customer and a real customer is the service that you offer him. And in a service industry, it is undoubtedly the human capital. YES BANK too lays a greater emphasis on strong Employee Value Proposition of ‘Creating & Sharing Value’ through its high quality human capital. Adds Kurane, “You would visit a hotel on account of its service and not necessarily on the account of its food only. Service comes only from human capital and their importance is extremely high. Financial industry is based on trust and our bank is such an entity and our people are the face of the bank. So a financial institution like a bank is critically linked to its people.”

YES BANK epitomises an entrepreneurial enterprise and identifi es ‘right people’ as the only tangible trait to create a competitive advantage in this cut-throat competitive banking sector. Needless to say that the main objective of the HR functionary in YES BANK is to construct a team that is world class and possesses exceptional talent. A high performance culture, combined with transparent performance management process has been the key differentiating factor for this new-age entrepreneurial start-up venture. The bank encourages leadership and vastly uses meritocracy as a strategic tool to remunerate outstanding competency and performance. The bank propagates a performance management system that is both clear and convincing, juxtaposing the corporate objectives with the employee goals. The employees of YES BANK have a special affinity for the bank because they are not merely employees of the bank but also co-owners as they can own the bank’s shares under the ‘Stock Option Scheme’.

Elucidating the USP of the bank, Kurane points out, “We offer highly entrepreneurial atmosphere to our employees and I think, the excitement is that of a start-up. What is unique is that we are an Indian bank and we are going to make it the best in its domain. We provide an extremely challenging environment for the people. What is typically on offer is a canvas where a guy can work.” YES BANK continued focus on building the requisite talent bench strength has been complemented with the right kind of training given to its employees. Says Kurane, “Training and development is paramount to the growth of our bank.

For this, we have a grid, called the time and competency grid. In this, for a class of employee, there are certain mandatory trainings that s/he must finish. For instance, by the end of the first 30 days, an employee should be through with the induction programme, by the end of 180 days, basics of operations should be completed et al.” The bank is all set to put the training modules on an elearning platform. This will allow the bank’s employees to display knowledge of the product, skill of selling & the right attitude. Emphasising the need for online training, Kurane says, “We have around 3,000 employees spread across 55 different branches, across 52 different places. Since it is virtually impossible for HR to be present physically in 52 different locations, so the moment an employee is inducted, he is tracked. This leads to internal certification & is reflected on the performance of the employee, so training is of paramount importance.”

YES BANK has constituted various initiatives to showcase the bank’s tangible investment in human capital. Programmes such as YES Entrepreneur in Action, YES School of Banking, YES University and School Relations, YES Mentor have helped to enhance employee value and build a world-class team. Enthuses Kurane, “The YES Entrepreneur in Action is a unique & tangible investment in human capital where a promising person is encouraged to take up an activity and the bank actually sponsors him.” YES School of Banking is a longer term commitment to the human capital and all training and development modules that happen in YES BANK fall under this. Kurane says, “It’s not a physical entity but a virtual entity. We would like to be a talent provider or talent pipeline for the banking sector in general. YES BANK would run courses in banking management etc. and some of the students could be absorbed by us too. We would like to a part of the talent provider for the industry.” YES Mentor in Kurane’s words “is meant to extend the organisational care at a semi formal way.” YES University and School Relations aim at establishing contacts with the academic world. “The idea being that we want to run banking related courses in colleges or institutes. Through this, we would like to have an upward/downward linkage. We are talking to MBA institutes where a senior person would go and teach,” states Kurane.

Little wonder that YES BANK today aims at becoming a virtual HR organisation, banking on its supreme systems & enterprising employees and is closely partnering with Korn Ferry & Hewitt to guarantee the smooth functioning of its organisational structure. In an industry such as banking, where trust plays an important role to accrue more customers and goodwill in the market place, YES BANK is banking on its people to win over people!

B&E edit bureau: R. Prasad

B&E research bureau: Surbhi Chawla

Banking On The Yes

YES BANK received the Continuous Innovation in HR Strategy award at The Indiatimes Mindscape Employer Branding Awards 2007.
YES BANK was honoured with the Global HR Excellence Award for Innovative HR Practices at the Asia Pacifi c HRM Congress 2007.
YES BANK was awarded the ACNielsen CIO Jury Award for Technology Innovation in 2006.
Promoter Rana Kapoor was awarded the ‘Start- up Entrepreneur of the Year 2005’ at the Ernst & Young Entrepreneur of the Year Awards.

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Source : IIPM Editorial, 2007

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

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