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IIPM is a best b-school. It is a business school of management. It's full name is The Indian Institute of Planning and Management.

Monday, October 12, 2009

Why Finmin fears El Nino?

Pranab mukherjee is in a dilemma these days – should he allow the fiscal deficit to soar high or should he apply brakes and impose some degree of fiscal discipline. It’s a tough choice for all that the aam aadmi wants is a popular budget (not using the term populist budget as it sends negative connotation). Thanks to the accelerated public spending and a dwindling revenue collection, the fiscal deficit for the first month of FY 2009-10 has shot up to 16.3% of the projected full year budget deficit of Rs.3.32 trillion. The irony is that even this figure is elusive as it doesn’t take into account the off budget liabilities like the fertilizer subsidy and compensation to state-run oil companies. On a comparative basis, the total spending in April 2009 amounted to Rs.662.17 billion (up 43% from Rs.463.33 billion in CPLY) while the net tax receipts fell 32% to Rs.74.62 billion from Rs.109.63 billion last year. In fact, the tax GDP ratio, which had seen a steady rise through the boom years slipped to 11.4% in FY 2008-09 from a peak of 12.3% a year earlier. Economic think tank Centre for Monitoring Indian Economy (CMIE) attributes the lower tax collection to post-budget announcement of cuts in excise duty and service tax. The government, in its interim budget, had pegged the gross fiscal deficit at 5.5% of the GDP (lower than the 6.1% ratio in 2008-09); but given the scenario, the ratio is expected to remain higher than the budgeted estimate in 2009-10. “There is a possibility that India’s fiscal deficit would increase by 1% of GDP from the level expected by the interim budget,” forecasts the S&P report. El Nino can possibly favour the Aussies in the upcoming Ashes Series but for the finance minister, it can possibly shower fresh bout of trouble as he strikes to balance fiscal prudence and populism.

Gyanendra Kashyap

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
2300 IIPM students get jobs
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, August 27, 2009

For the patrons of smiles...


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For the first multiplex in India, service has been the key. And PVR still believes that best service on their part and great experience on part of the consumers is the only way to their success, finds Pallavi Srivastava


This certainly is not the best of the times for Rahul Singh, Senior Vice President, PVR Ltd. The face-off between distributors and film makers is taking its toll on him, at least it appeared to be so when we met him over his morning cup of coffee. But even then, his smile had not left his face. And why not, after all, his company banks on ‘Bringing smiles’ to its customers. Thirteen years ago, when PVR started its first multiplex in 1997, the vision was to enhance the movie-goers cine-watching experience and they claim to have lived up to it. Of course, compare the multiplex retail chain’s first mover advantage in the segment, and its current pan India presence with 26 theaters, and you’d agree that PVR has indeed come a long way. And its the unswerving commitment and relentless efforts of small cogs like Rahul to enhance the giant wheel of the customers cine viewing experience that have played a vital role in this achievement.

Like most other senior executives of PVR, Rahul begins his day at office by sifting through the previous day’s financial and operational figures, followed by checking his appointments scheduled for the day. But his critical job is to follow up the problems occurring at any of the 26 PVR Cinema theatres and resolve it as soon as possible. Asked whether he finds the job very stressful, he gently shakes his head (with a smile intact of course!) and says he draws his inspiration from boss-man Ajay Bijli. “Our CMD believes that there is nothing more exhilarating than seeing patrons coming out smiling from our cinemas and we are committed to it,” stresses Rahul.

Interestingly, at PVR, the company claims to not only treat its patrons like kings, but also the employees. The general philosophy that prevails in the company is that the employees who deliver services are the only ones who can improve it. That is why every unit in PVR has a BODGI box (Box of Damn Good Ideas) where employees put in their ideas to improve processes or systems leading to service or operational excellence. Rahul who leads a team of 1500 energised members, points out that these BODGI boxes bring in great innovative ideas and help foster a feeling of belonging among employees.

When asked about whether the name ‘PVR’ comes to their rescue while dealing with customers, Rahuls immediately answers in the affirmative. “Of course!” he says, explaining that since patrons are sure of their PVR experiences, many potential problems are automatically averted. To ensure that this perceived value remain intact, PVR employees are encouraged to always remain on their toes to help and service customers. “We cannot be complacent in this competitive market or rest on past laurels. I would like PVR to be always reckoned for the quality of service it provides and for that, living up to the expectations is just not enough. We need to surpass it more often,” says Rahul passionately. This apparently is the qualitative difference that PVR bets big on to differentiate itself from rivals.

Segmenting its offerings is another recent strategy of PVR to cater to the diverse needs of consumers. They’ve launched brands like PVR Premiere targetted for the metros and PVR Talkies for Tier II and Tier III cities. Then there’s also the focus on complete retail entertainment to enhance the overall service experience of customers. Rahul sites an example of the new ‘Blue-O’ (a 24 lane bowling alley) at its theatre in Ambience mall, Gurgaon. It claims to provide unique entertainment to customers, combining a world class bowling and movie experience.

We caught the picture perfect service manager off guard, when we enquired how he spends his after-office hours. He revealed that he was in fact a fitness freak. “I always make it a point that I work out at least 4 times a week,” he admits shyly, before the greatest religion in India surfaces in our talks. Avers Rahul, “I am a great fan of cricket and I am completely hooked to IPL. My favourite teams are Deccan Chargers and Delhi Daredavils.” Besides, he says, “I love reading management books,” and the latest one in his hand is The Ice-Cream Makers. That’s the PVR flavour, we hope!

Pallavi Srivastava

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).

For More IIPM Info, Visit below mentioned IIPM articles.
2300 IIPM students get jobs
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
IIPM - Admission Procedure
IIPM, GURGAON


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, August 07, 2009

Reliving the up-close and personal confidence


IIPM Best B-school

Brand: Close-Up
Agency: O&M
Close Up Confidence was the re-launch campaign for the HUL brand which was facing stiff competition from Colgate and low-end players like Anchor, Babool, et al. The campaign, which had a retro feel to it (a la K. L. Saigal style) was a run-away hit and Close Up became the most recalled brand that year. New ‘tingly red’ variants and the fresh campaign worked wonders. The toothpaste increased its share from 11.7% in FY06 to 12.1% in FY07 and 12.7% in FY08.

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM
Professor Arindam Chaudhuri’s Profile
Four Phase of IIPM Global Plans
30 professors of international repute to IIPM
IIPM Global B-school
IIPM Alumni Officially on Facebook
IIPM Respected Business School

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, July 24, 2009

Brand: MTV


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Agency: MTV India
The Vignette Victory

Agar Hum Rupa Ki Baniyaan Pahnege Toh Rupa Kya Pahnegi? This music channel has always believed in vignettes to promote the Brand MTV. And the Rupa Ki Baniyaan campaign from their stable has been one of the most effective - attracting a fair share of eyeballs to induce present and future advertisers. Says an MTV spokesperson, “We are into such types of nonsensical advertising campaigns. These are not about TRPs so much as about innovation.” But fact is that unlike its other ‘campaigns,’ this one managed to catch the imagination of India’s youth, who then were just about awakening to post-liberalisation irreverence.

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).


For More IIPM Info, Visit below mentioned IIPM articles.
2300 IIPM students get jobs
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM - Admission Procedure
IIPM, GURGAON


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, July 20, 2009

Fools Follow Ides of March


Four Phase of IIPM Global Plans

It is not just about April Fool’s Day. The month has been a source of both mystery and strategy for ages. You see, back in history when people led simpler lives, April was a month of power, rejuvenation, hope and new beginnings. The harvests were in the market and families had the money to splurge (or starve if the crops failed). But even then, ‘producers’ had to take strategic decisions. The difference between then and now is – the variables were limited and strategic decision making was not so complex then. After all, all a farmer had to decide was which crop to sow and leave the rest to whichever God he believed in. In this day and age of modern corporations, annual budgets and strategic plans, April continues to be a month of new beginnings and new plans. And more often than not, God is less a factor than power point presentations and number crunching and targets. Wonder why ‘financial’ years start in April and end in March – not counting for the Ides of March followed by April Fool’s Day!

Modern day entrepreneurs like Anil Ambani too sometimes have no choice but to leave some things to God. But then, the man surely has do more than pleasing God and number crunching. Of all major entrepreneurs in the country, the younger sibling’s April, 2009 strategy will be critical for his own survival as a maker of magic. ADAG has invested billions in numerous new and old ventures. There was that promise of synergy that would boost cash flows like how. But cash flows have dried up and many of Anil Ambani’s infrastructural dreams are in danger of becoming nightmares. How will he ensure that 2010 will not be one related to the Ides of March for his group? India Inc. will be closely following his April strategy.

Lalit Modi is another gambler who has taken April as a month of challenges and opportunities. Recently, his so called brainchild and money spinner, Indian Premier League (IPL) is virtually struck by the Ides of March virus when the powers that be decreed that India may not be a safe place to host the IPL extravaganza. Shahrukh Khan suddenly saw his dreams of a rampaging Kolkata Knight Riders transforming from a blank cheque to an albatross. There were many others like Vijay Mallya, Preity Zinta and Shilpa Shetty who risked losing fame and fortune. But Lalit Modi has taken a bold April gamble and taken the IPL to South Africa. Nobody is still willing to gamble on the future of his gamble!

But the, the mother of all April, 2009 strategies will that of that branch of the Bajaj family that handles Bajaj Auto. Once the undisputed market leader and icon of the Indian automobile industry, Bajaj Auto is losing market share and mindspace so precipitously that one fears where ‘Hamara Bajaj’ will be headed in April, 2010. A turnaround will be truly remarkable. But then, betting on a Bajaj turnaround will be a huge gamble.

These are just a few isolated examples. Do read the entire package for the really interesting stuff on the real April Foolproof strategies. read more

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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, June 08, 2009

What’s complicating the financial crunch is the June deadline to repay the $3 billion bridge loan taken for the JLR acquisition.


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

Having already laid off some 850 JLR employees in November last year, the once ego-boosting acquisition is beginning to seem like the proverbial albatross around Tata’s neck. No, Tata Motors is nowhere near bankruptcy (a la GM and Chrysler) thanks to the backing of the cash rich Tata Group, but inventories are piling up and payments to suppliers are being missed. In a press briefing on February 5, Tata Motors Managing Director, Ravi Kant ruefully accepted that “There could be a delay in payments (to vendors). It is a difficult situation. The whole industry is facing problems.”

Launching the Nano at a time like this has its downsides and upsides for Tata Motors. With the economy worsening, a four-wheeler at the cost of a laptop is sure to catch the imagination of cash strapped consumers. So the runaway success of the Nano is almost a given. Claims Dilip Chenoy, Director General, SIAM, “Nano will pump in additional excitement in the market, creating a new segment for itself.” Also, reports are pouring in that even consumers in Europe and the US are turning to small (read: cheap) cars in these recessionary times and the Nano could become an export cash cow. “The initial response will be vital for the success of Nano and will depend upon the product performance,” points out Jagdish Khattar, former MD of Maruti Suzuki.

But that will be in the long run. For now, Nano is likely to contribute little to escort Tata Motors out of its present financial quagmire. Sure, Ratan Tata has got the Rs.1 lakh costing pat, but the problem is in the wafer-thin margins that the Nano is likely to generate. Obviously, the strategy is to play on huge volumes and high-priced variants to make the Nano a profitable proposition. “Once the new plant gets operational, the company will be looking at coming out with the other variants of Nano – the diesel version and Nano Europa for exports,” says Siddharth Vinayak Patankar, Editor-Auto, NDTV. But that’s the long-term outlook. Given the demand-supply mismatch now (at least till the Sanand plant becomes operational), Nano is not likely to add much to Tata Motors bottomline. Agrees N. K. Dhand, Chairman, Micromatic Grinding Technologies, “The Nano will attain high volumes in a time horizon of at least five years and only then it will prove profitable for Tata Motors.” In the meantime, the company would do well to focus more on the success of its Indica Vista, Ace, Winger and the soon-to-be-launched new Indigo – the quartet can help Tata Motors bounce back in the short term, much better than the Nano ever will!


Clearly, Ratan Tata is putting the burden of his ego on to the profitability of Tata Motors. Unlike other automakers in the country who are planning a slew of new launches in the market to boost falling demand, the launch of the Nano is absolutely not an attempt to fight the slowdown blues; rather it is more about Ratan Tata’s promise to deliver ‘The People’s Car’ within the appointed hour. But to pull off an ambition like the Rs.1 lakh car, you’ve got to have a bit of an ego in the first place. And lest we forget, Ratan Tata is known for his knack of being the turnaround man. He worked his magic with Tata Motors in the 1990s, turning the company around from a loss making venture to a sure-footed, nimble and profitable business. Then it was the dull & staid Indica that turned the tables. If Ratan Tata can just figure out a short term gameplan (minus the Nano) to boost profitability, the much-hyped Nano may well repeat history over the next few years...

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).

For More IIPM Info, Visit below mentioned IIPM articles.
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers

IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Saturday, May 30, 2009

Bank of Baroda has now opened swank new branches in Hyderabad and Bangalore to attract IT professionals


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

Bank of Baroda has now opened swank new branches in Hyderabad and Bangalore to attract IT professionals; SBI is gung-ho on ATM, Internet and phone banking; while Punjab National Bank has initiated its 8 to 8 banking campaign and started ‘Doorstep Banking’ as a pilot project in New Delhi. Most PSBs are also gleefully hiring savvy and smart-talking MBAs for their marketing and sales operations, which till a few years ago was purely the prerogative of the ICICIs and HDFCs of the Indian banking world.

To get a reality check for ourselves, we visited a branch of a state-run bank in the NCR last week to open a new savings account. The branch did look cleaner than it did a year ago (this author has a savings account there – courtesy their locker facility – for the past six years) but the sense of bureaucratic apathy is still writ large on the bank’s overall packaging ambience. Notwithstanding the gruelling training sessions with staffers; decades’ old mindsets do not change in a day. Sure the guy at the counter was more helpful (and even smiled!) but the sense of urgency was absent. Like Barack Obama, guess PSB’s will sooner or later have to figure that campaigning for change and implementing change are opposite sides – not of the same but – of different coins!

If state-run banks are flexing their muscles, you will be wondering why private and foreign banks are keeping mum. It’s the global financial watershed, silly! When Wall Street’s worries made way into India, one of the first casualties was ICICI Bank - the nation’s largest and most aggressive private bank. People were seen lining up to withdraw their savings at ICICI branches, no thanks to malicious rumours about the bank’s financial exposure to Lehman. In an unprecedented move, the RBI had to intervene and issue a statement about adequate liquidity at ICICI. Unlike their public sector counterparts, private banks have also gone on the defensive even in their positioning. So in this downturn, ICICI Bank’s ads are doling out the message of ‘trust us’, giving PSB’s a free run to communicate their ‘change’ agenda.

Sure state-run banks have all had a haircut, shaved and worn designer suits... but will it be smooth sailing from hereon to win back the young and savvy customers in metros and big cities? Halve does not think so! The first step he feels is for them to get their respective ‘change agents’ up and running across the spectrum and the second is innovation in ‘reaching out’ strategies. “Right now, state-run banks have simply reached that threshold level at par with private banks. The next step now should be to widen the service bundle.” He’s hinting at the shape of things to come. After all, like with most services-based industries, differentiation is what will eventually decide victory. The one-size-fits-all -strategy will not work forever and a segmented approach is bound to replace it. Who knows the next initiative from Canara Bank will tantamount to service guarantees? So if your account is not opened in 30 minutes, the bank will actually pay you a fine for the inconvenience (a la Domino’s 30 minutes or money back scheme)!!

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).

For More IIPM Info, Visit below mentioned IIPM articles.
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers

IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, May 13, 2009

An age - ‘old’ theory


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

With all modern investment instruments taking investors for a ride, traditional investment options are back in action with all guns blazing

The lust for big bucks has taken its toll on the public’s otherwise robust investment function lately. Maturity in the debt and capital markets had spawned a great deal of interest in non-traditional instruments and the response had been overwhelming. If not for the economic turmoil, non-traditional instruments would have continued with their frenzy in a flexible investment-high return scenario. However, after the recent chain of events, with investors losing money and sleep, the apparently forsaken traditional instruments are back in action.

R. K. Gupta, MD, Taurus Asset Management Company avers, “Traditional instruments of investment are for social security and are held by investors in order to meet future requirements and uncertainties.” Agrees Ramesh Dalal, VP (Financial Planning), Bajaj Capital, “Traditional investment instruments are basically meant for wealth preservation or regular fixed income. Suitability of an investment vehicle depends on one’s objective, time horizon and risk appetite.”

There are a plethora of traditional investment instruments in the market today and investors can choose as per their requirements. Each instrument is designed with a separate investment/ return scenario and investors are advised to take into account their personal preferences before going forward. Such instruments are effective for those investors who are looking at a steady flow of income irrespective of the comparatively lower rates as compared to those offered by non-traditionals. First on our list is a tried and tested instrument of Public Provident Fund; the instrument takes 15 years for maturity and has upper investment ceiling of Rs.70,000 annually. Return on investment comes to an uncompetitive but sufficient at 8%. The investment does not come under the tax net and is a friendly option for the working class. The limitation of investment is perhaps the only impediment in this investment. The monthly income plan of the post office is another productive option for the salaried and those looking for a regular income option. The plan has a lock in period of 6 years and has a maximum ceiling of Rs.4.5 lacs. The income earned from this source is exempted from tax as well. National Saving Certificate comes next in line with an investment period of at least 3 years; an investment up to Rs.100,000 is entitled for benefit under section 80C of IT Act. These instruments are virtually risk free and investors are required to have prior knowledge of such investment avenues. A diligent follow-up of the capital and money market is uncalled with such investment instruments. Considering the downturn when preserving existing capital itself is a problem, traditional investment options are the best way to beat volatility.

Investors should however bear in mind that these forms of investments are not intended for a rapid fire wealth creation. “You cannot create wealth by keeping money in the bank you have to take risks for that to happen,” opines Gupta. As per Dalal, “For short to medium term horizon and conservative investors, traditional investment avenues are definitely a better option but for long term wealth creation, one may consider market related instruments.” In all, there is enough talk on the traditional mode of investment and the ever green status of this avenue stays in this difficult time.

Karan Mehrishi

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).

For More IIPM Info, Visit below mentioned IIPM articles.
1500-plus IIPM students placed across the country with 44 bagging international offers
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, April 20, 2009

DTH market is going to witness a bloodbatch. Surbhi Chawla analyses tactics, strategies and, er, the dirges...


IIPM set to beat economic slowdown

“The quickest way of ending a war is to lose it,” is what George Orwell once said. But this logic is certainly not applicable to the ongoing war in the Indian Direct-To-Home (DTH) sector. The current industry estimates peg that there are about 10-12 million subscribers who have adopted this new technology, but the market right now is growing at an exponential rate and India has already surpassed Japan to become the leading DTH market in Asia. Interestingly, from an Indian point of view, the market right now is still considered to be at a nascent stage and there are already six major players in this market who are looking at expanding the market further at an exponential growth rate. Industry experts believe that the satellite TV market would be nothing less than 25 million by 2012. What’s more, it is expected that apart from Videocon (which has announced its plans to enter the DTH space by the end of February 2009), one can expect another 2-3 players to enter this industry in the near short-term. And this is not forgetting the fact that there is already a gruesome tussle amongst the current five players (not including DD Direct) that are actively looking at how to topple each other and bag more subscribers in their kitty.

From doing blatant comparative advertising to ground level tactics, the mud-slinging has gone to such an extent that the companies have even gone to steal the teaser ads of their arch rivals. One would remember how Airtel Digital had designed a teaser campaign to announce their arrival, where the ad had a plush red sofa landing with a thud and the tagline at the bottom reading – ‘See you at home’. One would also remember that even before Airtel Digital could break the campaign or get it to its envisioned end, BIG TV (from the ADAG stable) hijacked the teaser by floating their own campaign with a similar plush sofa falling with a more similar (and hurting) thud.

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).

For More IIPM Info, Visit below mentioned IIPM articles.
1500-plus IIPM students placed across the country with 44 bagging international offers
IIPM Admission Detail
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, March 30, 2009

Entertainment


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

What rocked?

Besides cricket, they also do the bhangra, rock n’ roll and salsa. The year not just saw Bhajji slap Sreesanth on field, but the duo showed up as rivals in a TV reality show. Bhajji won the ‘Ek Khiladi...’ contest (thanks to his partner Mona Singh), but he still ‘really’ can’t dance saala!

What didn’t?

He may be King of tinsel town, but SRK did not pass muster in the much-hyped game show ‘Kya Aap Paanchvi Paas...’ Star honchos tried every tool in the trade, created a mad buzz, but audiences gave a thumbs down.

A Promising Start

It took Star a few years (and the Big B) to beat the then numero uno Zee Telefilms. But it only took a few months for the new Hindi entertainment channel Colors to send shivers down the spine of Zee. Innovative content and a strong mktg. & dist. push made this one rock. Will it outshine Star?

The Broken Promise

2008 was the beginning of the end of the K-era, made popular by the kitchen-politics queen. Even Ekta Kapoor’s overtures to move away from mere saas-bahu dramas – with Mahabharata – didn’t create any magic. Even pet-buyer Star turned away from the lady in this time of crisis.

He mattered

His dream run began with Bhool Bhulaiya and finally there is Singh is Kinng! With this, Akshay Kumar has made it to the highest paid actor in Bollywood charging over Rs.20 cr/flick. From a B grade action hero to a super star, this Delhi lad is en route from Chandni Chowk to China.

He didn’t

Sure he tickled your funny bones by enacting the ‘fairer sex’ in the hit movie Dostana. But then, he had already spoilt it all before by delivering that monster flop of the year Drona. Slated to propel him to the league of the Khans and Akhsay, the dud left Abhishek with egg on his face.

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION
Why Study Abroad When IIPM Gives You 3 global Advantages!

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, March 20, 2009

On wheels!


It all began with the unfolding of the Small Indian Dream, errr... the Small Indian Dream ‘Car’ – Tata’s Nano at the national capital on January 10, 2008 (a day after the Sensex closed at a magical of 20,873.33 points; what a coincidence!). Yes, the launch of the Nano received great media attention and the country was abuzz with expectations galore for a car that would revolutionise and expand the automobile industry in India, create numerous job and export opportunities, and in the end, boost GDP for the growing economy. For a year that didn’t see many successful innovative disclosures, Ratan Tata flagged off the year on a great note for India Inc.

But of course, as hurdles only love the brave, the Nano received lashes from policy makers, therefore forcing Tata to shift its ‘mother-plant’ focus from Singur (in WB) to Sanand (in Gujarat). It is currently reported that Tata Motors is producing the Nano from its existing Pantnagar plant (in Uttarakhand), in volumes that of course would multiply manyfold once the mother-plant is in place (which is expected to touch about 5,00,000 units annually). So what makes the Nano revolutionary? Well, it is so for both the consumers and producers alike. The Nano is a car so affordable that it will most definitely change the prevailing competitive conditions in the four-wheeler market, potentially making Tata Motors the number one player in the Indian market by volumes, what with even the 2008 budget reducing excise duty on small cars by nearly 4% to make them ‘more’ affordable! Today, even though Maruti remains the undisputed messiah for the 300 million-strong middle-class Indians, the Nano is only waiting to make its way into many garages! So is Maruti feeling threatened by the Nano? “I think we should let the Nano come into the market first and then we will see,” replied a candid R. C. Bhargava, Chairman, Maruti Suzuki India. Well, he didn’t say yes yet, did he? So finally, does the Nano launch deserve the first ‘Super Six’ title? Well, for the numbers, last year alone, the two-wheeler segment recorded a growth of 38% with at least 700,000 two-wheelers sold. Wouldn’t they prefer a car, with a just few thousand rupees extra?! Yezdi Nagporewalla, Analyst, KPMG agrees, “In volumes the motorbike segment is 7 million units strong and the competition from Tata’s Nano and others will be around 1 million units.” Interestingly, that’s a big number. Here’s a cheers to the number one Super Six of 2008!

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

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, March 12, 2009

ART V/S COPY!


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Redifussion Y&R’s brilliant NCD, Sagar Mahabaleshwkar agrees. He remembers the time when there was a distinct LOC between the Copy and Art guys and believes that the globally renowned Young & Rubicam were the ones who demolished this divide and got them together. “In India, I think, Ogilvy followed this model early on with the Piyush Pandey-Sonal Dobral team leading the way. They were brilliant and successful all the way. Soon, others followed.” The creative honcho believes that this had to happen in response to the paradigm shift and changing contours of the new consumerscape as also the direction in which communication was headed.

“The era of smart words and pretty visuals were over. In a fiercely competitive market place, ads that were clutter-busting and powered with solid persuasion-quotient were the ones that were most likely to make a difference. Hence, joint brainstorming was the obvious solution. This resulted in the Art-College type Art guys recognising the significance of a well-argued, convincing communication capsule and the Copy guys recognising the fact that, many times, a powerful visual with minimum copy could do the trick. It was a learning curve for both providing a win-win situation for all concerned.” He cites the hilarious example of the globally revered creative Guru, Neil French, who once asked him if he knew why Art Directors went bonkers… and Copywriters didn’t! “Seeing my blank expression, he explained, that unlike writers who leveraged reason, argument and logic in their work, the Art person just freaked out on imagination, with all cylinders firing. This put so much pressure on one side of the brain that at one point, they flip their lid!” Ogilvy’s poster-boy Creative Director [impishly?] chooses to rain on this parade! Sumanto Chatopadhaya reckons that while the scary teller-system approach of Copywriters passing on copy to the Art person through a cubby-hole for visuals is over, the Copywriter still remains the public face of the team. “The reasons are obvious. English is the language of business communication and the writer is, mostly, more articulate and confident in that language than his Art partner. This allows for a higher degree of comfort level during interaction with clients. Also, for TVCs, usually script ideas emanate from the writer. Of course there are exceptions like my colleague Rajiv Rao, an Art person, who is brilliant and sufficiently articulate when he chooses to make a point. But then exceptions prove the rule, right? Hey, I hope my Art Director colleagues and associates don’t kill me after this sound byte!”

The last words, fittingly, must come from Adworld’s new super cat Paddy of Leo Burnett, whose Luxor ad created a sensation at Cannes. “I think the divide is history with Art Colleges themselves taking the initiative of making the students more savvy in the verbal area. They are now totally clued-in into articulating, explaining and defending their work in selling-mode instead of just letting their work do the talking.” He also believes that global exposure has played a huge part in this turnaround with art people realising that collaboration will only add value to the end product.

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!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, February 18, 2009

Rumour Raining!


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Of course rumour-mongering is ingrained in much of Indian culture. Earlier the bank was also hit by rumours in 2003. But then it was contained only in parts of Gujarat. This time it took a pan-Indian field. One of the reasons for this lies in the aggressive and innovative strategy of investments that ICICI Bank has been following ever since its inception. But then this is what lands the bank in trouble at times. According to Morgan Stanley, ICICI bank is most exposed to the US market in Asia. The bank’s retail portfolio has also been much frowned upon. Charudatta Deshpande, Head of Corporate Communications, ICICI Banks, tells 4Ps B&M, “ICICI Bank’s leadership position in most segments and its tendency to take initiatives has been wrongly interpreted as over-aggression and recklessness.”

Another reason for it being extra prone to rumours lies in the slightly negative brand image that it has acquired over the years, despite its stellar achievements in banking. The main source for this negative brand image is the violent and outlawed methods that the bank had deployed to deal with some of its defaulters. From being fined for hiring goons for loan recovery to harassed defaulters committing suicide, ICICI Bank has gone through it all. To sum it all no other bank in India has been so mired in controversy as ICICI Bank. But Deshpande begs to differ, “This has nothing to do with the bank’s image. It’s a systematic, well-planned effort of a cartel of brokers to hammer down its share price.”

Post the 2003 run-on in Gujarat, ICICI Bank recovered smartly and its stock made spectacular gains. But then its recovery was fueled by the bull run in the markets during next five years. This time the scenario is different. The crisis has been aggravated by the bearish Indian stock markets. The market capitalisation of Indian capital markets has plunged by over 51% from $1.81 trillion on January 10, 2008 to $894 billion on September 30, 2008 and the onslaught is expected to continue further. Therefore stocks of ICICI Bank will find it even harder to move up.

But ICICI Bank has aptly described the continued rumour-mongering as a form of economic terrorism. This can be seen in the case of fallen US investment bank Bear Sterns. Post its fall, many believe that it was rumour-mongering that brought down Bear Sterns. The investment bank had $18 billion in cash reserves when it went under. But rumours led to a run on the bank and sealed its fate. Now Bear executives accuse rival Goldman Sachs for spreading the rumour.

Integration of world financial markets and continued financial innovation have made banking an extremely difficult, complicated and dynamically changing job. Rumours have added to its woes. Their economic terrorism is helped by the Internet and advances in information technology and telecommunications.

So now do companies and banks need to keep rumour management teams and sophisticated rumour management systems to gun down this economic terrorism? Do management schools need to teach additional courses in rumour management? Should rumour management be a management discipline like Financial Management? Well, though a victim of it, Deshpande disagrees, “I don’t think it’s about having separate rumour management systems. It’s part of the crisis management system.” But then there are many more who may readily agree to it. Ask Steve Jobs!

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!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, January 20, 2009

Spicing up the entertainme nt dreams!


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B. K. Modi, Global Chairman, Spice Corp. is all game for the entertainment business. In an exclusive interview with Pallavi Srivastava he reveals his $1 billion plans...

He is sporting a new look these days. And in his new creative attire (with that hard to miss big hat!) you may easily mistake him as a director or producer of tinsel town. Though he laughingly offers, “this new look hides my age and makes me look younger,” but there is much more to it... His new look matches perfectly with his ultra zeal for the entertainment business. And his entertainment dreams start right from the 70mm screen; spans across the smaller screen of television, mobile and Internet; and tunes in to the music industry. So let’s hear about the mega entertainment plans, the reason for exiting Spice Telecom, rumours about selling Spice Mobile and much more straight from the man himself...

What is the reason behind selling off the telecom business to Idea Cellular?
We wanted to get out of our businesses on the infrastructure side, as infrastructure has become stagnant over the years. So it’s time we move forward and look for new pastures. Currently, we are focusing on the softer side of the business: the content business.

What are the new business areas that you are targetting?
I am strongly interested in the entertainment business. We have plans to put up $1 billion in this business across segments like music, games, movies, et al. Also making these content available on various new platforms, like mobile and Internet, along with traditional platforms like television. And we are not restricting ourselves to India only; we are looking at the region around India and also in the US.

What is the strategy behind getting into the entertainment arena?
It’s simple. The entertainment industry is on an upswing. And I strongly feel that India could be the world leader in the entertainment business. Moreover, it derives synergies from our mobile and Internet business.

Are you looking at acquisitions to expand yourself in this sphere?
As I told you that we are looking at an investment of $1 billion in the entertainment business, this money will be used for expanding ourselves both through acquisitions and through new ventures. We are considering a lot of options on the acquisition front in television, gaming, etc. Actually, we are a cash rich company and this industry is going through change, it requires consolidation and new players.

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
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, January 15, 2009

Five point someone?!


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Comparisons are odious but forewarned is forearmed...4Ps B&M’s Savreen Gadhoke analyses the backward journey of Indian retailers


Even before the then 44-year-old Sam Walton opened the first Wal-Mart store in Rogers, Arkansas in 1962, he had already put in place his supply chain and marketing vision. The fact that he already had more than a dozen years of experience running a variety of retail stores (Walton’s 5X10), spread across Arkansas, Missouri and Kansas, gave him requisite depth about consumer needs and a strategy for meeting their ‘lowest prices everyday’ expectations.

Cut to India’s Sam Walton wannabes a.k.a. Kishore Biyani, Mukesh Ambani and Sunil Mittal, among others (we’re sure you get the picture...) and you realise that they are holding the wrong end of the stick. If globally, supply chain management came first; in India, the story is remarkably different. Forget Walton, across Europe and US, new entrants in the retail business first ensure that their back-end is strong and robust and then concentration is shifted to front-end. But it is just antipodal in India. “In European and American markets,” says Andrew Levermore, CEO, Hypercity, “the supply chain is much more organised compared to India and this has enabled them to create very many successful retail brands.”

Retailers bemoan the multiple tax layers imposed by the Government as one of the biggest hurdles in developing efficient logistics and warehousing facilities. Vivek Wikhe, Senior Consultant, Technopak, avers, “Overall investment in back-end has not picked up in India so far and the main focus of retailers is on expansion. Most of the retailers still rely on the traditional set-ups of godown to store their goods.” No wonder, the Government has now begun giving incentives to those who are investing in building strong back-end support and players like Reliance, Bharti (Wal-Mart) and Vishal Mega Mart have begun earmarking hefty investments for establishing their back-end and logistics facilities.

Adds Arvind Singhal, Chairman, Technopak: “Indian retail industry compared to developed nations is very unorganised and unconsolidated.” Of course, there are those who say that one does not really need to compare. After all, organised retail is still a nascent industry in the country. But comparisons are inevitable, if one were to simply take into account that all the rosy predictions about the potential of Indian retail have somehow not kept pace. In fact, the picture today is nowhere as rosy as the one painted three years ago, when the Indian retail juggernaut was just about gathering steam. Then, pundits predicted that organised retail in India would grow at 38% annually and that the industry would touch the grandiose $60 billion mark by 2011. Contrary to the hype, even today, Indian organised retail is only growing at about 28-30% per annum, and the industry stands at only $14 billion odd today.

Clearly, something is not going as per plan. And hey, we are not even referring to the dismal ambience of Indian retail stores vis-à-vis their global peers. Out-of-stock notices, lack of air conditioning, slow billing process, are just among a few downsides of the Indian retail experience, but all that is easily rectifiable given that the industry is still nascent. But this nascence is perhaps the single biggest reason why one needs comparisons with global counterparts at this stage. Forewarned, is after all, forearmed!

Apart from supply chain issues, there is also the additional pressure of huge infrastructure bottlenecks faced by retailers in India, crucial among them being transportation. Seconds Soumitra Ghatak, CEO, My Dollarstore, who says, “As compared to other markets, Indian retail industry is still very new and its growth is being disturbed by lack of adequate infrastructure and property.” India is geographically vast and 40% of the traffic passes through national highways for going from one state to another. But national highways are few and far between, leading to congestion on road and timely delivery, which has a direct effect on the quality of products especially fruits and vegetables. They say that apart from a few states like Maharashtra, Gujarat and Tamil Nadu that have good highways, the rest of the nation (particularly north India) suffers from pathetic infrastructure. Interestingly, organised retail has had a successful run in South India largely because of the very developed Nilgiri belt. Major retailers like Subhiksha and Spencers have flourished out of Chennai only because of the good infrastructure facilities.

Further, unlike western countries, India is a vast, heterogeneous nation, with varied geographical and cultural tastes. So single-format retail has as little chances of success in India as peaceful resolution of the Kashmir issue between India and Pakistan! Little wonder that retailer after retailer is expanding his retail format net (small & big stores, large & smaller inventory stores, hypermarts, departmental stores, food & grocery retail outlets, electronics stores, apparel stores, et al) to catch more consumers. But herein is the catch! In India, the retail growth is mainly in food & grocery retail, a chunk which comprises of 55-60% of total organised retail, much higher than the global consumption pattern. And hence, while in Europe and US, the shift has been from hypermarkets to convenience stores, so far, the exact opposite has been the case in India. Baqar Naqvi, Associate Vice President, Retail and Consumer Goods, Technopak avers, “Given that large-scale growth has been projected for Indian organised retail, then retailers will clearly have to shift their focus on larger formats like hypermarkets and supermarkets.”

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
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, January 08, 2009

Vampire endorsements and celeb abusement have become all to common words in ad-land’s lingo. neha saraiya gets to the bottom of the matter


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They can’t seem to talk about much else in ad-land these days. The talk almost always hovers around how to plug in a film star, a cricketer, a Sania Mirza, a TV saas-bahu soap star (in that order) into campaigns to get in the oomph factor. Worse, they are also talking about how, more often than not, celebrities are unable to deliver the bang for their bucks for the brand. Contradictory discussions, but these are the facts staring all marketers in their face. The choice it seems is between celeb endorsement and celeb abusement!

In December 2005, telecom giant Motorola was looking desperately for a celebrity who could kickstart its market share of, then just a measly 4% and set it off against competitors. The solution was Abhishek Bachchan! Around that time, Aby baby was also endorsing LG and its range of consumer durables (that also had mobile handsets in their kitty). Consumers were confused. More pertinently, Motorola’s ads were more eye-catching and LG felt completely overshadowed. Abhishek had failed to deliver for brand LG, a classic case of celeb abusement. LG did not renew its contract with Abhishek.

More importantly though, even consumers are sick of the celeb abusement in ad-world, with every ad looking an exact replica of the next. As per an IMRB International survey, more than half the respondents concur that celebs are just the icing and even they would not be using the products they endorse. Moreover, many feel that there is a grotesque disconnect between the product and the brand in most endorsement instances, where the celebrity eats away the brand. Often termed as Vampire endorsements these ones have a long list to go. From Tina Munim’s endorsement of ‘Ria’ soap in late 80s to the latest Tata Sky commercial featuring Aamir Khan, the question mark is not so much on the brand, but on the honchos who conceived the brand connect and storyboard. Says Titus Upputuru, Senior Creative Director, O&M, “How you use celebrities is how you get the final output. Celebs provide a brand recall, likeability of the product, along with equity. That’s how it works.”

So while very obvious brand-celeb connects (like Akshay Kumar and Thums Up) gets a definite ‘yes’, fact is that marketers need to look closely at the moolah they are churning out to rope in such big names to be a part of their campaign. Just think! Instead of Abhishek Bachchan in the Idea Cellular campaigns, couldn’t it be anyone else or even the usual good-looks model? No doubt, the campaign has got rave reviews. However, that’s not because of celeb power, but the credit goes to the powerful idea & storyboard that the creative guys came up with.

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
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, January 05, 2009

Who’ll win the finals?


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Given the stakes, honchos at Nokia immediately pre-poned the launch of their N96 here – and are confident that at least in terms of features (where Nokia has an edge – see table) their smart phone will give Apple tough competition. Even the pricing of N96 is expected to be in the same range (maybe even a tad higher) as of iPhone. The strategy is clear. Both players want to first capture the innovative consumers and then opt for the late-movers and laggards, finally tapping the entire potential of the Indian mobile-scape.

As Anshul Gupta, Principal Research Analyst, Gartner India states, “The pricing is strategically high to get the cream first and then you will see major price cuts in both these handsets.” Speaking on the same lines, Sougat Chatterjee, Chief Marketing Officer, Fly Mobile India avers, “The market potential of phones like iPhone and N96 will never be more than 2-2.5% as they are targeted at niche audiences.”

To let the brand remain connected to its now-famous international success legacy, all iPhone marketing communications are based on their global campaign – typically basic and minimal. Agrees Sanjay Kapoor, President-Mobile Services, Bharti Airtel: “We have kept iPhone more or less the same device as in the other countries other than offering free download packs.” In other words, there is no tearing hysteria to ‘tease’ the consumer and get him out to sample the product, at least just yet. On the other hand, Nokia is expected to go the whole hog with its marketing blitz for the N96. The Finnish giant has already hired special buses (painted black with N96 splashed boldly in white) for its teaser messages.

What could still clinch the finals for Apple in India is the fact that the iPhone has exclusive tie-ups with both Airtel and Vodafone (India’s biggest GSM players – giving Apple a huge distribution strength), while Nokia has had to settle for a similar (though not exclusive) arrangement with Idea. When it comes to choosing between the two, going by features alone Nokia’s N96 holds the edge, although iPhone’s Operating System is reputed to be the most reliable in the industry. But Jobs’ marketing prowess can spring a surprise anytime. After all, if he has been able to crack markets world over, what’s to say that he will hate to lose in the most lucrative telecom market of them all? Yes bro, India!

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
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, December 29, 2008

Khan they do it?


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It’s the Baadshah v/s the Sikander...

It’s one bigwig against another. Are they well planned attacks or mere coincidences? Neha Saraiya analyses...

Send a thief, to catch a thief – that’s what they always propose as the best solution to a problem... a problem like the one brewing in the Indian media ranks! Just that in this case, the ideology is a tad customised – Send a Superstar to beat a Superstar! Obviously, you’ve had a glimpse of the photographs used in this doublespread already, and we don’t want to spring any surprise here – it’s brand SRK versus brand Aamir we’re talking about in the Indian ad-endorsement fraternity.

Yes, we were well aware of the supremely charismatic Baadshah of Bollywood going up and against the selectively arrogant and flamboyant Sikander of tinseltown on the 70mm spread, but what we’re witnessing now is far from the maddening cinema crowds! Films are not the warzone, it’s endorsements... So the question doing the rounds in bustling corporate boardrooms is – which of the two Khans is more bankable? Would you bet on SRK or Aamir?! And that’s where 4Ps B&M steps in... to solve this maddening brand maze.

If we go by statistics, Shahrukh, over the past two years, has earned over a staggering Rs.270 crore from movie fees, television anchoring and big-ticket endorsements with almost fifteen brands in his kitty. On the contrary Aamir (being tagged a ‘perfectionist and choosy’) has just around five to six brands in his basket. So indisputably, SRK leads by a hundred leaps! But wait! We have some more statistics too! According to a recent survey done by IMRB International in collaboration with IPAN, around 78% of the people surveyed thought that quality was the most important factor in buying a product (with just another 9% vouching for the price factor). Now guess how many voted for ‘celeb-power’ being the ultimate brainwashing pill? A terribly pathetic and lamentable 3%!!! Now that’s an eye-opener, right?! But the point here is not to establish whether advertising helps or not, for we all know that it does, and like a Harvard Business School report states that firms investing in advertising witness stock returns that are superior to non-advertising firms by 7%-30%! Then there are experts who prove how celebs are growingly influencing brand equity. In fact 20% of all advertisements feature a well-known celeb (as per Miciak & Stanlin). And even in India, this is proven valid as celebrity endorsements have increased by 49% during 2007 alone with companies spending 0.7% of their annual revenues on just celebrity endorsements!!! However, in this rising craze about brands that celebs ‘just love’, the question is – why on earth are SRK and Aamir posing as opposites in the ongoing battle? Where you see Shahrukh munching a Sunfeast biscuit on one channel you will encounter Aamir showing off a Parle-G on another simultaneously. If SRK talks about Pepsi, Aamir shows off his bright-red Coca-Cola hues! If SRK zips about with the Santro and the i10, then Aamir has the Innova to flaunt.

Similarly if it is Tag Heuer, Nokia and Dish TV for SRK then its Titan, Samsung and Tata Sky for Aamir! Goddddddd!!! These boys are up to some rivalry stunt here, aren’t they? Or wait, is it just the companies that are really pitching them in that fashion? Or, is it just pure coincidence? Whatever be the reason for shelling the dimes, it’s not for a very short time that we’ve stood witness to this game of me-against-you between the two Khans. And whichever product Shah Rukh Khan endorses, a rival company immediately signs up Aamir Khan to endorse its product(s) and vice versa.

So is it a planned corporate ‘counter attack’ strategy? Let’s hear it form the horse’s mouth itself – “Celebrity endorsements depend upon what role of brands is there to play in people’s mind. We have used Shahrukh for Lux in the past and we will keep using it from time to time,” says Sudhanshu Vats, VP- Home Care, HUL. On a similar note Devendra Kishore, Head of Marketing, Nokia India, avers, “Shahrukh is our brand ambassador. We also partnered him with his team Knight Riders in IPL and we will continue this in the future also.” But that does not mean that Aamir is not a brand by choice? To this, Atul Kasbekar, Chairman & MD, Bling! Entertainment Solutions avers, “Aamir is extremely choosy and his brand value is strong as he stands for nothing but perfection and that brings out the exclusivity in him...” Even historically after Titan signed-up Aamir as its brand ambassador, it witnessed a growth of 45% in volume sales and 52% in value!!! Now, SRK really has some competition there!

However, an interesting point to note is that for companies’ competitive myopia creeps in much faster than long-term vision and companies jump in to hire rivals’ brand ambassadors in a panicked mode. Agrees Abdul Khan, Head - Brand & Marketing Communications, Tata Teleservices, “Eventually, it is sad that it ‘only’ turns out to be a competition amongst companies for brand ambassadors...”

Looking at it differently, should stars choose the right brands to associate themselves with? Well, the answer is no! And if you wonder why this, then hear out Bollywood star Shiney Ahuja speak his mind out, “Endorsements helps to establish you as a brand. I endorsed Shark tooth and they paid me so much money that I got spoilt and now I only wait for the right opportunities...” It’s all about the money, honey! Welcome to capitalism! With no logic resting behind the choice of stars, the SRK, Aamir tangle might appear just a coincidence. However, look further and you realise – there’s perhaps none that can stand up to SRK’s young 100 foot stature at the moment in this industry. So if you were another competitor willing to shell out gunnybags of cash, whom would you choose to undo the SRK effect? Atleast Aamir is loud enough about it – “I am Next!” is what he claims! Is he, really?!

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
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, December 05, 2008

Why do people refrain from buying a Blackberry?


IIPM Programme :- SUPERIOR COURSE CONTENTS

The major reason why people refrain from buying a Blackberry is, without doubt, the cost of the handset. Where there are opportunities, there are companies like Netcore Solutions, which have announced plans to soon offer services [like ‘Emergic mail2sms’ services] that analysts humorously refer to as the ‘poor man’s Blackberry’. Abhijeet Saxena, CEO of Netcore Solutions, informs us, “Once you start believing in mobile [technology], as a device, there are a whole lot of things that can be done with it. We have combined the SMS as a platform in this service.” Truly, the service would enable subscribers to receive emails as SMS messages on their existing mobile phones. Consequently, there would be no need to buy a hi-fidelity phone or even to get GPRS activated on the phone. Abhijeet adds, “People have, till date, established SMS just as a peer-to-peer communication or a spam platform. But it is actually a far more powerful platform and can do many more things; one such thing being this one.”

But it’s not just about receiving those emails, the uniqueness about such new features is that the person availing of this service can also reply via an SMS message to the email that has been received; not to mention standard facilities like forwarding emails.

But really, how is such integration made possible by such service providers with even the basic of handsets? To get started, all that the subscriber has to do is to log into or create a mail account [using a computer and a working net connection] and set his or her phone number [ending with @m3m.in] as the one where all emails to that account should be forwarded. That’s about it! Voila, any email sent to that email account gets recreated in your cell phone as the ubiquitous SMS.

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 INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
Now IIPM's World-Class Education... for everybody!!
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, November 13, 2008

Sony DVD Home Theatre System-DAV-DZ850KW


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Power Output - Front (RMS) 143W; Power Output - Center (RMS) 143W; Surround Speaker Length of Supplied Cable 6.5m + 0.1m, 12mx2;
PRICE: Starting Rs.29,990;
WARRANTY: 1 year

Sony Home Theatre DAV – DZ850KW has been particulately designed to cut down on cluttered hand operation that delivers superb surround sound. Says Takakiyo Fujita, General Manager Marketing, Sony, “The DAV-DZ850KW features wireless rear speakers and auto calibration, which allows you to attain professional grade surround sound in a matter of minutes, and with 1000W of RMS sound you will be able to fulfill all your listening desires.”

Marketers’ delight: Its sleek and stylish design coupled with simple to use mechanism has been the major pull factor.

Testers’ note: Pros – Wireless rear speakers. Surround sound with 1000W of RMS sound.

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.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Saturday, November 08, 2008

Sony MEX-BT2500


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

WMA/ CD/ MP3/ CD Rewritable compatible; AUX input; USB compatible; 4 band parametric EQ (equaliser) elite; Bluetooth integrated ; Auxiliary inpu; Power: 52 X 4W
PRICE: Rs.8,500
WARRANTY: 1 year

The Sony MEX BT2500 can be integrated with up to five separate mobile phones through Bluetooth and can assist the driver with full information displays. Loaded with the legendary ‘Sony’ quality, the system guarantees years of trouble-free ownership experience. The product offers 200 W of pure power matched with a 3-band equaliser. It also plays a range of formats including home burned CD/R/ WMA format among a host of others. Selecting up to 18 radio stations in an area in one selection makes this a unique product.

Marketers’ delight: A high quality Sony product with everything included. It is high on sound quality and affordability. An amazing product for the Indian mass market.

Tester’s note: Pros – A clean, easy-to-use faceplate design and intuitive programming controls for hands-free calling and Bluetooth audio streaming are its best features. Bright display complements the auxiliary input jack. Cons – The MEX BT2500 cannot be used to dial outgoing calls & sound quality via its built-in microphone is below par.

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.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, November 04, 2008

Toshiba Portege R500-S5004


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification
Processor: Intel Core 2 Duo U7600 / 1.2 GHz; RAM: 2 GB; 64GB HD
PRICE: Rs.37,999;
WARRANTY: 1 year

The Toshiba Portege R500-S5004 weighs just 2.4 pound has a 2GB RAM, and is less expensive as compared to other featherweights. It however only has a 64GB hard drive which is less than other similarly priced notebooks. A dealer while discussing its price asserts, “Toshiba Portege R500-S5004 notebook’s price is hardly justified in respect to its features.” The integrated housing media bay is also less than favourable. It is suitable for those customers who give weight the most weightage. Its DVD writer is arguably the best in the market.

Marketers’ delight: Size; just size!

Tester’s note: Pros – Integrated optical drive. Sleek design. Three USB ports. LED backlights. Cons – DVD burner noisy. Unfriendly mouse buttons.

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.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, October 22, 2008

(ja)pan’icked & forsaken by ‘hiruko’?!


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

There was a time when ‘Hiruko’, the Japanese God of the Morning Sun watched closely over the little ‘business’ children growing in Japan. Under his generous guidance, corporations grew – hale and hearty, strong and tall. That was during the golden ‘early-1950s to late-1980s’ era; the post-war period that saw Japan break many barriers. New Japanese MNCs sprouted and conquered foreign soil. Industrialisation-led growth shifted business focus away from agriculture and light manufacturing industries to heavy industries – including steel, automobiles, shipbuilding, machine tools and electronics – fuelled the Japanese economy thereby ensuring a high-annual GDP growth averaging 10% during the forty-year period! With exports too growing anywhere between 15-20% annually, the current account balance surplus and high private sector investments ensured that infrastructural growth in Japan reached its peak. Easy corporate loans triggered-off the expansion game with unorganised traders giving way to entities like Matsushita, Sony, Fujitsu, Hitachi, Toshiba et al for whom ‘expansion’ became the key word. It was also during this period that Japanese players like Honda and Toyota successfully first stepped on First World soil. Corporate investments spiraled during the late 1980s and with high stock prices, equity issues too rose in value, making them a critical source for financing their expansions. The banks too found real estate purchases attractive while Japanese companies used their real estate holdings as guarantees for stock market speculations.

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 - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Saturday, October 18, 2008

FAREED ZAKARIA - Blue eyed newsweek boy


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

FAREED ZAKARIA
Blue eyed newsweek boy

This Indian-born Muslim has the perfect intellectual pedigree to boast about. His father was a former government minister, deputy leader of the Congress party and a respected scholar, while his mother, the Sunday editor of the Times of India. His brother has headed the investment banking firm, Merrill Lynch. Educated at Yale & Harvard, Fareed Zakaria’s career reads like some crazy America fantasy. From playing cricket on the streets of Mumbai to becoming the editor of Newsweek International is no fantasy all. It was with sheer determination and hard work that this upper-class Indian academic became America’s favorite explainer of the Muslim world. He wrote the book – From Wealth to Power : The Unusual Origins of America’s World Role in 1998. He has also co-edited The American Encounter: The United States and the Making of the Modern World. His most recent book, The Future of Freedom, was published in 2003, and it is translated to more than eighteen languages. With just the right kind of friends in the high places, he might be a few steps away from being the first Muslim Secretary of State.

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 - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Labels: , , , , , , ,


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, October 07, 2008

A batman called ROBIN


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

ROBIN UTHAPPAROBIN UTHAPPA
A batman called ROBIN


India has had its share of aggressive batsmen – Tendulkar, Sehwag, Yuvraj, Dhoni but none of them have anything close to Viv Richards – the ultimate destructive batsman – swagger. The one who has it, is an emerging star on the batting horizon – Robin Uthappa. Honestly, how many other young and emerging batsmen can lay claim to their own signature shot? Uthappa’s ‘walk down the wicket and thrash it past mid off/mid on’ would definitely qualify. He has treated the best of the bowlers with disdain while executing what can perhaps be classified as one of the most exciting shots to watch today. If a young India today marches forward with confidence, it derives a lot of it from intrepid warriors like Robin who embodies quiet confidence and channelled aggression on the cricket field. Reminiscing of his brilliant knock (47 off 33 balls) at The Oval in September 2007 where India overhauled a target of 317 against England in a thriller, he states matter of factly, “I was really quite cool in the last over and was confident of winning the match.” Having broken into the Indian One Day International team on the back of his sizzling strokes and razor-sharp fielding, Uthappa’s rise has matched his astronomical strike rate. Uthappa is a treat to watch when he plays his strokes and by his own admission being a big hitter was natural for him since, “It was always great to watch the ball going to the boundary and I would love to watch it.” He has every stroke in the book and seldom holds them back, and when fielding, his energy is electric to say the least. The break-neck speed at which the game of cricket is progressing today (what with T-20, higher demands on levels of fitness and tougher competition) it is players like Uthappa who will be the ones to shine, and be the light in the coming years. His record might not make prolific reading for now, but his potential definitely is unquestionable.

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 - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, October 03, 2008

The next 75 for the next 75...


IIPM - Admission Procedure

The next 75 months would invariably decide the course of the next 75 years feels pathikrit payne of IIPM Think Tank

AnImage from Business and Economy era is like a living being. And just like every child whose formative years act as harbinger of what he might shape up to later on, for every era, the beginning of it always acts in a similar way, giving a hint to what is in the offing. This millennium has perhaps seen more activity in just eight years than probably what many centuries might have not seen. Not that no other century witnessed wars and mayhem but probably never before, the endeavor for war and annihilation have coexisted with relentless march for peace. Never before the tirade against racism been as severe as have been now and yet more people die due to ethnic violence now than ever before. Never before the conquest of science over epidemics been so absolute and yet never before the mankind has faced so helpless against the crusade of HIV, cancer, Alzheimer and Parkinson’s as it has been now. Never before the world has spent so much on arms production and yet never before mankind has been concerned about the uselessness of it. Never before the world has made so much wealth and yet never before the money-makers been so moved by the destitution of nearly half of mankind. And finally never before imperial Europe of the past has been a silent testimony to the ascent of third world and had to grudgingly accept the inevitable without any means to go for an outright war however much might the urge be. Everything said and done this century is crucial for not just humanity but for mother earth as well as this century or probably the next 75 years might actually decide whether mankind eventually would survive the crusade of no one else but mankind himself. And the next 75 month might just decide the course of the next 75 years.

The next 75 months or around six years is not a long time when compared even to a century instead of eternity. But these six years and three months are crucial as it would decide whether the world to love to hate China’s polices and continue to adore its products with affection or that the hatred for Chinese geopolitical policies would eventually have its fallout on its economy. The next six years would also determine as to what course India would take. Whether India would be withered by the myopic and self-serving policies of it’s government busy enough with the tensions of its own survival to ignore the future or whether India’s growth fuelled by Indian companies and Indians would eventually outweigh the ineffectiveness of its government would be a issue to take keen interest on.

The next six year would crucially decide USA’s future as to whether it, in-spite of the change in government, would continue to follow the reckless misadventures in the Middle East and elsewhere or whether there would be a change of heart. Everything said and done, it would not help the cause of innovation and furthering the cause of reduction of global malaises if the downslide of both of USA’s economy and popularity continues unabated. If things go for better and if sanity prevails in taking correct steps towards similar reconciliation with Iran as was done with North Korea then it would go a long way in not just reducing the tensions of an ensuing war but would also go a long way in making sure that the price of crude oil is given a breather.

The next 75 months would also give an idea as to whether European Union would emerge as the next big dud like the dotcom bubble or would be something worth its weight in gold. One doesn’t need to keep the Goldman Sachs report or the Pricewaterhouse Coopers reports on finger tips to witness the decline of the economies of France, UK, Germany or Italy.

If it is not enough, then one has to keep an eye on the impunity with which even the erstwhile conservative Europe is selling off its companies to their more aggressive, emerging Indian counterparts with more money in their pockets and dreams in their eyes. And though one finds it difficult to find a European product in Europe (most would be made in China) yet the real threat to Europe is not from India or China but from Europe itself. Even today a French would look at a British as a British and not as a fellow European, a Switzerland would prefer to be outside everything, a UK would detest the Euro as a currency while in telephone booths of Paris, Turkey would be written as an Asian country. For all the talks of an alternative to USA, the internal disintegration of Europe continues with formation of countries like Kosovo. While EU is eager to expand, the invisible line separating prosperous Western Europe from relatively impoverished Eastern Europe continues and while it is encouraging the countries from former Soviet Blocs to join, it doesn’t know how to grapple with the impending energy crisis as beneath the aura of a power bloc essentially remains a continent hollow on energy supply for which it is still pathetically dependent on Russia, thanks to the chilling winters when gas supply is a must. Ironically it is only global warming which perhaps can reduce its dependence on Russia.

The next 75 months would also decide as to whether for the next 75 years the global dependence on the American economy would continue the same way as it had been in the last 75 years, since the 1929 depression or that a new economic order would eventually emerge. One should pity the rest of the world that for all the hatred and animosity towards all types of Americanism, it has failed to create anything better. In the next 75 months if the Indian and Chinese economies could continue to grow with the same momentum inspite of an impending American recession, it might give a ray of hope for the world or else, like the fleet of mice, the rest of the would continue to follow the American Pied Piper towards oblivion.

The next 75 months would also determine as to what shape terrorism would take in the next 75 years. If the bomb blasts and killing in the name of God, independence and class continues with impunity, then even if USA reforms its own behavior, it would not serve the purpose. Rather one then would want USA and other to take on the perpetrators with same intensity. In this respect the Maoists of Nepal hold a example of how to culminate a mass movement into ultimate success through the eventual return to democratic path and shunning arms. If that is not emulated by many, then even all of mankind’s blood would fall short to take care of the bloodshed that is in the offing in the next 75 years. Yet more than anyone else, the next 75 months would be crucial for India and China.

The Olympic fiasco of China with respect to the Tibet issue proved how much China is intrinsically disliked by the world. And while the world has already resigned to the fact that this century if not the millennium would belong more to these two countries than anyone else, whoever becomes more acceptable globally as a sensible and mature nation would eventually win the race. China might be as of yet ahead of India in terms of economic growth and GDP, but India Inc’s glorious innings in terms cross border takeovers and the diplomatic games being played by India (albeit slowly) in Africa and Central Asia might alter things soon enough. India might not be getting as fast an access to the African oilfields in lieu of export of small arms, the way China is doing but it’s own way of doing it through the endeavor of uplifting the African nations would hopefully bear better fruits in the long run. And of course the next 75 months would also decide whether in the long run it would be ‘The India and China Story or The India vs China Story.’

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, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Labels: , , , , , , ,


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, September 29, 2008

The less that is said about Indira Gandhi, the better.


IIPM - Admission Procedure

The less that is said about Indira Gandhi, the better. For, she was the champion of the poor. We know about her ‘garibi hatao’ slogan, nationalisation of banks, and many other pro-left, pro-poor, pro-protectionist policies. She believed that growth has to be combined with measures to ensure the well-being of the poor. “Any severance of the vital link between the needs of growth and of distributive justice will produce stagnation or instability. Both must be avoided,” she said in her Election Budget speech.

Even Manmohan Singh couldn’t avoid it. Anyway, he had moved from the South-South end of the economic ideology spectrum to that of the globalisation one during the 1980s and early 1990s. So, he knew the best of both worlds. “We also recognise that the fruits of growth will take time to reach some of the poorest and weakest sections of our society. To ensure that they too derive benefit in the short run, we have given the highest priority to strengthening programmes of rural development, employment generation, primary education, primary health and other key social sector programmes. These programmes… are beginning to have desirable effects on employment and poverty,” he said.

Therefore, it wasn’t surprising that Chidambaram did the same in 2008. He used a similar language to emphasise more on UPA’s rhetoric of ‘inclusive’ growth. I am sure that the men advising the current FM must have simply picked up the past Election Budget speeches, borrowed a few proposals, a few phrases and sentences, and sent the cut-and-paste job to the government’s printing press. I am sure that these advisors must have been relieved that they didn’t have to think much, or do much work this year. It was so easy this time.

What proves my theory that Finance Ministers simply borrow from past speeches, when it comes to presenting an Election Budget, is the fact that their schemes and proposals to help the poor (read: key vote banks) are almost the same. Only some of them take the pains to tinker with past policies. For instance, unemployment and, therefore, a proposal to launch a rural employment scheme, is an irresistible subject. In some form or the other, the idea keeps coming back like a bad penny.

As Indira Gandhi said: “The provision of adequate employment opportunities is not just a welfare measure. It is a necessary part of the strategy of development in a poor country, which can ill-afford to keep any resources unutilised or under-utilised.” Chavan went a step further and, like Chidamabram, decided that the then restricted National Rural Employment Programme “will operate throughout the country and will be funded 75 per cent by the Centre (emphasis ours).”

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, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Labels: , , , , , , ,


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, September 23, 2008

Bribes, Sex and Lies


IIPM - Admission Procedure

For Volkswagen’s Chairman, it’s the beginning of the end at best and the end itself at worst. And only because he just made a wrong choice a decade back


There are two obvious paths to fame; one is through diligence and sincerity and the other, through treacherous but easy freeway of dishonourable shame. And all along you hear of the arduous zeal, passion and commitment of those holding the sceptre over billion dollar isles. But how about an easy imagination exercise? Confused?! Well, there of course have been those unlucky few who have broken the speed limit on the freeway and are now being handed a tough ticket by the law – the former CEO and current Chairman of the €44.5 billion giant German automaker Volkswagen (VW), Ferdinand Karl Piëch falls into the same category. He has been accused of bribery, endorsing company slush fund to pay for prostitution, sponsoring expensive leisure trips for members of the VW Works Council, as well as regular visits to brothels, cash gifts for their wives and even free supplies of Viagra, during his decade-long reign as the CEO of Europe’s biggest carmaker between 1993 and 2002.

And if you thought that this was some bolt from the blue for VW stakeholders, you couldn’t be more wrong. As per an insider, this wide-scale and gut-wrenching practice had existed for close to a decade, albeit behind closed doors. And why do we blame Piëch for it all? Well, isn’t a CEO supposed to ensure ethical practices within his boundaries? And when he derives personal benefits out of it, why would he bother in his decade-long reign to put his foot down? He didn’t and there he stands today before an enraged German public and the German Labour Bribery Court, fighting desperately to prove his innocence.

The current turn of events (which included the most recent January 9, 2008 trial of Piëch) is just a culmination of the scandalous developments which first surfaced in 2005 when the then CEO Bernd Pischetsrieder learnt about the existent corrupt practices. Apparently, the company had set up a camouflaged multimillion-dollar slush fund to pay off powerful employee representatives (in the form of ‘special bonuses’ and ‘expensive free tours’), which prominently included the former head of the Works Council – Klaus Volkert and his management liaison, Klaus-Joachim Gebauer.

Going against the testimony of Piëch, Volkert went public and announced, “All I know is that there is very, very little that went on at Volkswagen that Piëch didn’t know...” As per a Volkswagen secretary, she was even mandated by Piëch to rent an apartment for officials to use for prostitution acts. However, Piëch claims innocence as thus, “Had anything reached my ears, I’d have vehemently pursued it and put an end to it!”

Known as the tyrant who held dictatorship powers at the auto major’s headquarters in the north-central German city of Wolfsburg, the 70-year-old Piëch is the grandson of Ferdinand Porsche. He joined Porsche in 1963, and was instrumental in the roll-out of the 5000cc Porsche 917. He also played a pivotal role in VW’s successful acquisition of British brands – Rolls-Royce and Bentley. Piëch has always been known for his aggressiveness and his urge to venture into newer markets. He retired from the VW management board in 2002 and half-a-decade later, faces a high-profile trial in Brunswick.

On his part, Piëch denies having any voluntary involvement in unethical acts. He justified that “I did not concern myself with this. I was at no point during my time on the executive board aware of the abuse of expenses by the works council. At no point did I hear about any irregularities and the treatment of labour leaders wasn’t in my field of responsibilities at the management board.”

However, the effect of this trial on the automaker’s share price has been really depressing. Its share price on the Frankfurt exchange as on January 18, 2008 stood at a pathetic €150.1 – 23.84% lower when compared to a four-month high of €197.6 as on October 31, 2007.

To make accusations lighter, Piëch told prosecutors that he was not directly involved in corruption but delegated it to Peter Hartz, Piëch’s former personnel chief, who was found guilty in another trial last year of allowing payments to Volkert to maintain good relations with employees.

Confirming the same, Hartz admitted that he paid about €2 million annually to Volkert in illegal bonuses (to be moved to the slush fund) and was sentenced to a two-year imprisonment and €500,000 in fine. Surely, with many names coming to public attention, there remains one fact – Piëch had many associates, but remains the prime accused as proven by a document furnished by Johann Schwenn to German Labour Bribery Court. Even Volkert’s attorney confirms Piëch’s total involvement in the scandal through a document, which stated that instead of 40% of his last salary, Volkert was to receive up to 50% upon retirement. The document bore signatures of both Hartz and Piëch, thereby confirming that Piëch was aware of the irregularities taking place in the company.

Apparently, recent revelations have shaken up Germany and despite having earned glory for his aggressiveness; all that Piëch can do for now is to hope that his dark past casts no shadow on his future. It is not unknown that Piëch drove VW away from carrying an ordinary ‘car of the people’ tag to become a rival to BMW and Mercedes; however, for all the Piëches to become, it is more critical to realise pro-actively that ‘bribes, sex and lies’ and ‘business’ are two ends of a compass. Piëch chose his direction, the wrong one.

B&E edit bureau: Savreen Gadhoke

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 : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Saturday, September 20, 2008

His Long Journey


IIPM : EXECUTIVE EDUCATION

Shravan Gupta is a data-driven CEO, who thinks big. By GYANENDRA KASHYAP

“He is a busy soul,” says D. Kohli of Torque PR, who worked closely with Shravan Gupta in the past. It seems like perfect description for an entrepreneur, who challenged the status quo, dared to tread the less-trodden path, and pushed the family business into uncharted waters. Shravan, Executive VC & MD, Emaar MGF Land, represents the ambitious breed of realtors who wish to bring in an infrastructure revolution in the country. Says Satish Kannav, Analyst, Arihant Capital Markets, “We saw the era of IT, now real estate is the sector to look out for. Major real estate players will be the Infosys and Wipro of tomorrow.”

So, what has Shravan really done? First, he spearheaded MGF’s (Motor and General Finance) diversification into real estate. This was when he realised that the margins in the traditional financing business were shrinking and eroding, and competition was likely to intensify as leading banks entered the retail and personal loans segment. His realty plans were measured too. “He is a data-driven man,” exudes someone who works closely with the group, about this graduate from SRCC, Delhi University.

Once convinced, Shravan thought big and different. For instance, MGF joined hands with Emaar Properties, one of the world’s leading real estate companies that built the world’s tallest building, Burj Tower, to bring in the largest FDI in the real estate infrastructure sector. Analysts agree that the alliance was one of the turning points for MGF, as it was catapulted into the big league that includes names like DLF.

Explains Ginetta Vedrickas of India Development Forum, “Having taken Dubai skywards, Emaar is doing the same in India.” Adds Rajan Ahuja, Realty & Verticals, a commercial property agency, “MGF’s focus is on real estate and the credit goes to Shravan.” Another close aide feels that Shravan “is a visionary with strong viewpoints, and his focus is the development of infrastructure.” Take the case of how MGF ventured into malls. Its primary focus is in the high-growth NCR region.

Moreover, it has tried to be at the high end. MGF’s malls are planned, situated only at prime locations, and have shops of leading brands like is the case with Delhi’s ‘MGF Metropolitan’. “All our projects are undertaken only after extensive market research,” remarks Shravan. This strategy enabled MGF to dispel any possible question marks. Agrees Kannav, “The growing mall culture is certainly maddening, however, the sustainability of many players is questionable.” True, for future development will be demand-led, and the second-rate malls will die their unnatural deaths.

An edupreneur at heart, Shravan is of the view that the immediate need of the society is higher and quality education for the coming generation. That’s the impetus for his next big venture, he has rolled out a plan to open 100 schools across India. It will lead to a balanced portfolio of businesses. Explains P. Banerjee, an equity analyst, “He is aware of the benefits of a diversified portfolio; there is no dearth of funds and diversifying into education will help enhance MGF’s brand image and credibility.”

However, the biggest challenge for Shravan is staring him in the face. In 2007, several real estate players raised funds from the capital markets and even gave handsome returns to investors. Agrees Sunil Rao, Analyst, Arihant Capital Markets, “The general trend was of real estate and infrastructure; considering the development spree and the performance of companies in implementing their order books positions. DLF was a huge success, and many real estate IPOs have been slated for 2008.”

One of them will be Emaar MGF’s, which is estimated to raise $1.7 billion and is slated to be the second-largest IPO in the sector. Asserts Shravan, “The IPO is only the first step in a long journey.” Company sources contend that while part of the proceeds will be used to construct hospitality verticals, malls and IT parks, another chunk will go towards repaying debt, and the balance for land acquisition. Comments P. Venkatesh, analyst, P. N. Vijayan, “Ever since the tie-up with Emaar, MGF has taken great strides, and its IPO will be sought after as they are long term players.”

In the next few years, Shravan hopes to develop integrated townships of global standards. Says Sanjay Kumar, Quebrex, a commercial property agency, “He is leading the business in the right direction and all projects have been highly successful.” Echoes Ahuja, “A lot of innovative thought and human perspective has been put in and, in the last two years, the ripple effect has been great.”

This is even reflected in the manner in which former employees talk about Shravan. “He is employee-friendly and has no airs about himself. We looked up to him for advice and the experience of working with MGF was a great learning process,” says one of them. “The working culture has changed, employees have become more responsive, and customer service has become great,” is how another one describes the management style of Emaar MGF.

But there are risk factors in the offing for realtors. The property market can crash. Any policy changes can wreck havoc with plans. But as Shravan leads MGF to newer paths, he can probably make a New India happen soon.

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).

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, August 28, 2008

The royal players!


IIPM : EXECUTIVE EDUCATION

An aristocratic family that has saddled two national passions – cricket & films

Pataudi! It’s a name that cannot be confused with any other family or generation in India. And that’s a claim to fame, only a handful in this country can lay stake to. With royalty enmeshed with cricket and movies, the two arts that drive Indian fanaticism to the extreme, this family’s legacy is not only deeply embedded in India’s history, but also continues to define a sparkling existence in the present too.

Mansoor Ali Khan Pataudi was indeed the second (after his father, Nawab Iftikhar Ali Khan Pataudi, who also captained the Indian cricket team) but certainly the truest claimant to worldwide recognition that lives till date, within this quintessentially royal family. Tiger to friends, this prince was born on January 5, 1941, in Bhopal, to the eighth Nawab of Pataudi and his wife Sajida Sultan, who also was the daughter of the Nawab of Bhopal. After having been educated abroad for most of his life, he took to cricket. “We were allowed to pursue a career of our choice, so I took up cricket,” commented the Nawab to B&E. He went on to rewrite various cricketing records internationally. In 1969, it was his wedding to the then reigning queen of Bollywood, Sharmila Tagore (a distant relative of Rabindranath Tagore), that raised huge hue and cry. Three kids later – two of whom are subsequently walking their mother’s path into films – and the most compelling combination of a family tree that Indian nobles could have ever imagined, was complete!

“I was sent to hostel for studies because my parents did not want royalty to go to my head. During those times all the children of rich and affluent families were sent to boarding schools. However, now I do not agree with this concept.” The Nawab shared a rarely disclosed personal front with B&E. He was further emphatic even about Saif, “I also regret sending my son away during his early days of life.”

Quite credibly so, two of his children have attained national recognition through their own achievements rather than on the basis of their aristocratic lineage. Then, is there also a regret that his children did not get completely intertwined with the royal legacy? “I haven’t stopped my children from pursuing their own interests. I never thrust anything on them, but have always asked them to do well in whatever they choose to do.” As a celebration vindicating that, Saif Ali Khan (Chhote Nawab) made his mark in Bollywood as one of the top stars, and Soha also has recently emerged as an accomplished actress.

But how much pressure has there been on the second generation because of the first generation’s achievements? Soha divulged to B&E, “When I went to England and saw my father’s cricketing records there, I understood for the first time how good a cricket player he was. And now that I have started acting, I have understood what it takes to be a good actor, and how it must have been for my mother when she was just an actor and not a star. Within the family, we have always been taught how to keep our emotions inside and to not let them show. But for acting in films, one has to display all his or her emotions. And I had to break out of my previous mould for that.”

An un-ignorable part of their existence has been the media, which has particularly focused on not only the professional lives of the Pataudi family, but also has crossed the line at times in reporting on many personal fronts too. And the wonder of it is that this actually has not been the case with almost any other ‘royal’ family. Then why the spotlight on the Nawabs? The concurrence is clearly due to the achievements of Saif and Soha, gifted with character-inheritance, yet questioned scrupulously about their image day in and day out. Are the children then aware of these problems of image maintenance,? “Very conscious,” Soha exclaims, “I have to act very responsibly in public. Even in movies, I want to do the ‘right’ kind of films, which my grand children can see and be proud of. And I realise that what you do on screen is not temporary but keeps coming back again and again to haunt you. I will never do anything that I will find uncomfortable to do on screen because that is captured by the camera instantly.” Like we said, this is certainly a family whose legacy will continue to define a spectacular existence in many years to come. But for us, the lasting comment was surely the Nawab’s emotional statement, “I am doing my best to keep my people happy at Pataudi, for I still have to keep up my family’s legacy.” The act was complete. Royalty remained... still!

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
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IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
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The Hindu : Education Plus : Honour for IIPM
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The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
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domain-b.com : IIPM ranked ahead of IIMs


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, August 22, 2008

Gold - in the making


IIPM’s 36th Glorious Year of Academic Excellence

This really is a place to dole out investments in


Gold has ceased to be merely an ornament that renders beauty and has in fact achieved a status where it is the most sought after for investment…. With gold being the back-up that investors can bank upon when inflation hits the economy, this new found status of gold is nothing but the foregone conclusion and is here to stay. Though the price of gold is determined by trade across various global commodity exchanges, past trends show that price of gold has never been retrogressive...what with the price almost increasing three fold from $300 per ounce in December 1997 to $850 per ounce in December 2007 (based on the New York close)? And not just that…few unique qualities of gold has made it a distinct metal.

Researches found approximately 63% of reserved gold is used in jewellery, 21% as coins, 15% in some kind of industrial and 1% in dental inputs. The world has seen the use of gold for scientific researches for health and environment benefits. Gold also has its bearing over the US dollar, crude oil and equity market – a setback in any of these can evoke the gold price to shoot up. This escalating price hike of gold not only lures individuals and corporates but also the government to invest in. It definitely goes without saying that countries where gold is mined has a lot to leverage upon, as their import expenses take a huge plunge…obviously enjoying this benefit is South Africa, but not for long because China is pacing up with production of a whopping 260 tonnes in 2007. Hold your money people…the marvelous metals sure have a long way to go, to add value to itself and you!?

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
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domain-b.com : IIPM ranked ahead of IIMs


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, August 18, 2008

Pass it... further east!


IIPM’s 36th Glorious Year of Academic Excellence

Malvinder Singh, who will remain CEO of Ranbaxy and also the Chairman of the board, commented exclusively to 4Ps B&M, “It was an emotional decision, but in the interest of the organisation and its long term sustainable growth, I had to take this decision.” It is natural for even the coldest of business owners to have emotional attachment to their business, and the Singhs have been associated with Ranbaxy for 3 generations. And corporate governance zealots will hail this as a triumph of the philosophy of separation of ownership from management. After all, the owners must think in the best interests of shareholders and sell at an opportune time when the valuation is good.

But if we consider it from cold business logic, one wonders if the company really needed to don Samurai armour to tackle global challenges in the pharma sector. After a tough 2005 & 2006, Ranbaxy actually had a great year in 2007 with a turnover of Rs.47.8 billion (yoy growth of 19%) and PAT of around Rs.6.2 billion (yoy growth of 62.33%). Hardly the state of affairs you would expect in a company that is about to be acquired. Even analysts admit they did not exactly see this one coming.

In defence of his decision, Singh asserts, “I strongly felt that the time has arrived to make the next big leap to put the company in a new orbit and a higher growth trajectory… (the deal) puts us on a new and much stronger footing to harness our capabilities in drug development, manufacturing and global reach.” In addition, it gives them access to the Japanese market, which is a resounding opportunity for the pharma sector, given its aging population.

Says Shetty, “Generics industry is getting tougher in another five years, with rising litigation costs, lots of drugs going off patent and R&D getting tougher.” Ranbaxy’s stock, which has been floundering for quite a while now in the Rs.300-400 range, was trading at a level of Rs.581.85 on June 17. Sanjay Singh, Associate Director, Corporate Finance Group, KPMG, voices a similar opinion, “Generics’ margins are getting squeezed, taking a toll on the revenue and profitability of large generic companies that have not built sustainable NDDS and NCE businesses.” In addition, he feels that FCCBs, which were raised to fund past acquisitions were nearing conversion, and that would have brought down promoters’ stake in Ranbaxy anyways. In comparison to pharma, there are businesses like healthcare and financial services (where the Singhs already have stake through Fortis and Religare), which are growing at a much faster rate than pharma generics.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, August 07, 2008

Arun Iyer (29), Lowe Lintas


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Arun Iyer (29), Lowe Lintas. For him, creativity has two sides. One that is inborn. And the second is the creativity in advertising, which is very different. He calls it commercial creativity that “comes according to the product’s needs, where one has to be creative enough to entertain people and at the same time ensure that consumers also buy your product.” Known to the industry as the man behind the Surf Excel campaigns, he completely revolutionised a category as boring as detergents, by playing on the reverse psychology of human beings. The brief given to the team was ‘dirt is good’ and it was Iyer, with his out-of-the-box thinking, who cracked the idea of using children and establishing an emotional connect between the brand tagline and consumers. ‘Daag achche hain’ playfully pampers children for getting dirty, instead of the usual reprimand that they get from their mothers. Despite the Surf Excel communication under his belt, he wishes that he had cracked the ‘What an Idea, sirjee’ campaign (done by colleague Nikhil Rao for Idea) too. Writing for his college magazine, he always knew that his calling would be in advertising or journalism. Fate intervened when a friend talked him into joining the ad-frat. Today, Arun gets his high from entertaining and influencing the decisions of millions.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


Labels: , , , , , , ,


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, August 04, 2008

Mohammed Khan, Ex-Chairman, Bates David Enterprise

Mohammed Mohammed KhanKhan, Ex-Chairman, Bates David Enterprise: They both form an outstanding team. They have good talent as they go through the brief and seek all information that needs to be taken. They take a lot of trouble in understanding the market. Hallmark of their work is that they offer radical ideas that are refreshing. They worked on a car pitch (I fail to remember which one), which was a spectacular campaign. I remember them mostly for that campaign as we worked very closely. They are thorough, covering all the angles and think of creative solutions passionately. One thing common between both of them is that they are extremely passionate about their business. They are the silent types who are every serious about what they do. It is really great to have them and if they stick to the nitty-gritty, like they always do, they have a long way to go.

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, July 29, 2008

ARE OUR (GLAM) ad awards, sending out the wrong signal?


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Monojit Lahiri attempts to examine the truth behind the hype, hoopla n’ hysteria, glitz n’ glamour, awe n’ aura that accompanies today’s award ceremonies – and award winners!

Cannes. Abbys. Goafest. Ad club events … Awards seem to be the flavour of the day… and award-winners, the new Supernovas on the block. This was brought home to me dramatically when some biggies of the revered JWT, candidly confessed that – despite their blue-chip lineage, glorious track-record, fantastic client profile, impressive size and gigantic billings – they were finding it tough to attract the right (hot, young, gifted) creative talent. Kids just didn’t appear interested in moseying over to their corner. (Insiders claim that boring, factory and too systems-driven were some of the kinder terms used!) To the reputed market-leaders, this was bewildering, surprising and disturbing. What was the problem? What did the others (Read Ogilvy, McCann, Lowe) have that they didn’t? Why was their work – or head-honchos – never featured or written up (like Piyush, Prasoon or Balki) like some others? Reviewing the scene, they discovered, one of their greatest perceived flaws was a lack of awards. JWT never made any waves at award ceremonies. It lacked charisma and chutzpah. A dramatic re-scripting of the blue-print followed, wherein it was openly declared that the creative product, henceforth would define their new persona. That the creative guys would work in an atmosphere that would be conducive to create outstanding work. That awards would be targeted with passion and purpose. Did this re-invention help? Both, Delhi-based Rohit Ohri, Managing Partner and Mumbai-based Agnello Dias, NCD, categorically nod in the right direction, pointing to a slew of awards and nominations that, subsequently, has come their way …Great, but seeing the big picture in recent times, doesn’t one get the distinct impression that too much song n’ dance and dramabaazi is attached to the awards thing? That, many times, they send out the wrong signals (for young, impressionable starry-eyed aspirants) about the kind of work that is felicitated (and awarded) and the quality of the creative animal, hymned and celebrated? That somewhere along the way, the industry – agency & clients – completely blown by this new bimari, have misread the writing on the wall to wow the sizzle – not the steak?!

Mohammed Khan (the just-retired Chairman of Bates Enterprise) is shocked at all that goes in the name of awards and is convinced that the industry has completely lost the plot. “Awards, at best, are meant to be by-products of fresh and interesting work that makes a difference, but the way its caught fire gives it both, an unreal and dangerous dimension. Its as if an award is the ‘real’ product and advertising, a poor also-ran! I’m told teams and budgets are set up in some agencies for this – imagine! Then, of course there is the very real and active ‘scam’ factor. Khan believes that the general standard of advertising today “is the pits and the industry should focus its attention in doing good work. Clients should be ashamed of these goings-on and blow the whistle, but I guess, they too are taken up with the glamour and media coverage and are happy to be co-opted. Awards, truly, seem to have taken on a life of its own … really tragic and deeply disappointing.” Ogilvy’s mustachioed public face, Piyush Pandey, is cool. His agency has been the recipient of a zillion awards for sometime now and he has no reason to complain. He believes that the guys who crib and moan are the losers for whom it’s a case of sour grapes! He emphasises that every single piece of work that is submitted for awards from his agency “is meticulously scrutinised by an in-house committee and selected as much for brand performance as creative excellence”. Personally, he enjoys award-functions and awards and gives it “the space, recognition and importance it deserves”.

Lowes’ reputed anti-awards champ, Balki, brings his very own case to the table. “If awards are meant to really reflect and celebrate excellence, I’m all for it. Problem is, (in most cases) the people judging advertising still have archaic and stereotypical ideas of creativity, which conflicts with my version of a level playing field. Why rock the boat and create controversies? So I stay out”. Balki is also of the belief that in most cases, clients are way ahead of agencies in terms of creative and breakthrough concepts … and consumers are miles ahead of the learned jury members when it comes to selecting the best!

At the end of the day, awards really are meant to salute your merit and provide impetus to further raise the bar. However, in recent times (thanks to a glossy, dumbed-down media) the ad industry in general and awards in particular have really occupied miles of media space, transforming Creative Directors into Page 3 creatures! These chosen few are then flaunted as trophies by their agencies to clients in the hope of getting business. Other agencies also eye them with the idea of poaching. And suddenly its not advertising we are talking about. Vague echoes of IPL?!

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!



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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, July 21, 2008

Hottest ‘News’ on FM


When IIPM comes to education, never compromise

If TRAI has its way, FM stations will not just belt out Bollywood numbers but also news


Late for office. Missed your daily dose of stock movements. Don’t fret and put undue stress on your grey cells, for now you can know the stock movements while driving! Confused? We’ll explain. The Telecom Regulatory Authority of India (TRAI) has finally given the green signal for the FM channels to broadcast news on their respective stations. So now, not only the stock movement, but you can also tune in to the latest happenings in the political and business world, with just a flick of the radio channel.

TRAI has suggested that FM radio broadcasters should be permitted to broadcast news using content from AIR, Doordarshan & other authorised news channels. In a recent report revealed by TRAI, the broadcast regulator recommended that to sustain the growth evinced in FM Radio sector, major policy decisions should be taken and these include allowing FM channels to broadcast news under certain FDI parameters. And TRAI believes that this would help those people, who hitherto lacked access to information, without any costs that are attached to the Internet and TV services. A nobel cause indeed!

Ravi Shankar, Former I&B Minister had once said, “In India, news sells.” No doubt the big daddies of radio business are all set to test the water to mint moolah from news broadcasting. According to Munish Puri, COO of Mirchi Movies, Times Information Media Ltd., “News broadcasting has a bright prospect as news in radio will reach a larger target audience than TV can ever imagine. And at the same time, one can generate more sponsors & investors.”

Well, generating investors might not be difficult, what with the regulator already gung-ho about allowing as much as 26% in news broadcasting. At present, FDI allowed in radio channels is 20%. The increase in FDI will be a shot in the arm for these radio channels. A spokesperson from TRAI told 4Ps B&M, “Allowing more FDI will also motivate more and more foreign players to come in, which will create a profitable market fetching in more sponsors and advertisers.” But it’s not only the FM channels that will milk super colossal profits from advertisers once broadcasting of news on FM channels is in full sway. Recognised media agencies such as AIR, Doordarshan, PTI, UNI too will also get a boost and more mileage out of this. But all this will only be possible, once the government gives its stamp of approval. However, FM players are pretty optimistic. Echoes Tarun Katial, COO, BIG 92.7 FM, “I hope the government will implement these recommendations soon.” If and when the government actually allows FM channels to broadcast news, it might create a dent in the foundation pillars of the existing TV news channels, as they’ll also have radio channels to contend with for market share. “No not necessarily. In spite of so many TV news channel mushrooming, print media has not been affected. So radio news can’t disturb TV news channels,” feels a media analyst from CII. So after TRAI, it’s time for the government to tune in to the radio channels for more news.

Edit bureau: Angshuman Paul

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).

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, July 17, 2008

Young Professionals


IIPM, GURGAON

Hi, I’am Hitesh Raj Bhagat. I am 28 years old and working for a media house. I have a specialised person to take care of my investment as I don’t get enough time to keep a track of my investments. I am currently earning between Rs.6-8 lakhs per annum.

Hitesh Raj Bhagat

“I’m not a heavy investor, because at this stage in my life, both my wife and I are focusing more on our interests like travelling, movies, eating out and having a nice car,” says Hitesh at the outset. However, like most young professionals, he does need to save enough for tax planning purposes. For this, he consults an investment planner, believing that they would be able to guide him better about correct investments options. “My primary reason for investments today is tax planning,” he points out. At the moment, Hitesh has invested in life insurance (which offers a tax rebate) as well as Principal Mutual Funds from PNB. He opines that mutual funds offer tax benefits and also really high returns. “They do have risks – but if you carefully study the returns that a particular policy has been giving over the last few years, you’ll be fine.” In a few years, Hitesh also plans to begin investing in pension plans.

‘Hey there Delilah, I know times are getting hard, but just believe me girl, someday I’ll pay the bills with this guitar…” Well, if you are young professional and not that good at playing guitar, then here’s some financial planning that might help you stash some more moolah in your back pocket. Let’s go by a simple classification – ‘wealth creation’ & ‘living with what you have’! So, for guys and gals who have an over arching goal of creating wealth, stocks are on offer, but with risks. “Stocks are a better proposition, as young professionals are in a position to take high risks. For conservative young professionals, there are traditional investment vehicles like FDs, post office savings, NSCs et al,” recommends Kartik Jhaveri, a Certified Financial Planner and the Director of Transcend Consulting (I) Pvt. Ltd. a private wealth management firm.

Real estate is also a good pick given that the investor has enough money at his disposal, after meeting his utility expenses.

There are other factors to consider too. Normally, people don’t want to get bogged down by decisions making, monitoring their investments and churning their portfolios every now and then, for them traditional investment vehicles also make a really good choice as they are safe, hassle-free and returns are guaranteed. But then Jhaveri avers, “Youth is the time to take risks!” So, just remember, it’s now or never!

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).

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, July 14, 2008

Shock proof branding!


When IIPM comes to education, never compromise

Havell’s gets aggressive on advertising

If you are not enlightened, then you must not be using Havell’s CFLs. Confused? Shock proof branding!Well, then you must have missed the second advertisement from the Havell’s stable. As the adage goes, ‘Better late than never’, Havell’s seems to have followed it religiously. Practically, after being miles away from advertising & branding exercises, the $1 billion electrical and power distribution equipment company has finally come out with quite ‘Shock proof’ & ‘Enlightening’ ads!

The imminent question is that why these sudden appearances in the media? Actually, the company has entered new product segments to leverage on its brand & distribution strength. The company aims at making Havell’s among the top brands in the domestic market for all these new segments like fans, lighting or bathroom furniture. Sunil Sikka, President, Havell’s India Ltd., states, “Though the brand ‘Havell’s’ is pretty well entrenched in trade & institutional markets, the need was to have top of the mind recall in the consumers mind of its existing products & make them aware of new products.”

The company has also taken the sponsorship route to achieve its aim. It associated itself with the ICC Twenty20 World Cup series, which has been a revelation in itself for big media spenders. This strategy is believed to have worked wonders, considering the immense reach of the marketing plan, which envisages 30,000 seconds of ad time, 625 Shock Laga “push backs” and much more. Sources reveal that the company has increased its advertising pie to Rs.30 crore. Reveals Sikka, “Havell’s’ total communication & promotion budget for above the line and below the line activities is close to 3% of gross revenues this fiscal.” Well, Havell’s does seem to be making some exceptionally enlightening moves!

Wipro, of course, has caught on to the lighter vein of the serious WEF event to get themselves noticed in the international community. Azim Premji’s company is sponsoring not only the cocktails, but has in store a special event with Bollywood stars pumping up the action. They also have Wipro’s name stamped across three of the ten buses out there in Davos. Some more special occasions in the alpines are also on track, thanks to the company. This, however, is anticipated, as the company in the last year and a half has participated in over 70 events – which explains, in part, the boom in recognition and also in accounts that it has been winning.

Noticeably, Infosys does not advertise to that extent. In fact, Nandan Nilekani adamantly exclaims, “I do not believe in advertising.” But the company has done its bit by participating in repeated surveys that are organised. For instance, it has been ranked 32 in the Business Week list of Top 100 Innovative Companies. Their exceptional ratings in such lists have led to a powerful brand image and much enhanced credibility for Infosys, which also helps it in all its dealings with its client organisations.

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, July 11, 2008


IIPM - Admission Procedure

The reasons for this Indian celebratory jamboree are not too tough to fathom. A double digit growth paradigm, coupled with the rise and rise of the Indian middle class has been accompanied by a feverish demand to enjoy a better socio-political environment by the upwardly mobile, young netizens of the country. The Chak De, Lage Raho Munnabhai and Rang De Basanti phenomenon has gripped India – the middle classes have tasted blood with their isolated but triumphant experiences in the Jessica Lal muder case, the reservations in private sector imbroglio, among others. Bollywood is already reflecting the changing mood of the nation and it was just a matter of time before brands got their communication in place to partake in the gold rush. Plus the ‘Men in Blue’ have arrogantly carried home the T-20 trophy, India has won the Asia Hockey Cup, the rousing Incredible India@60 program in New York has been a smash hit and the upbeat mood in the nation is clearly on the go.

Hi-flying creative brain Pratap Suthan, who has also scripted some of the immensely successful Incredible India campaigns, believes that the new wave is due to “a result of increasing consciousness about Indian-ness that is seeping into everyone.” The result is that MNCs, which once talked ad nauseam about their superior international quality alone, are now localising their brand communication to touch the Indian consumer at a deeper level. In their need to be identified as an insider, the global czars are indeed taking to talking the local lingo. “There is more relevance of understanding India as India specific themes in ads cut across socio economic classifications useful for mass brands,” says Suthan.

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.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, July 10, 2008

Forming an ‘Allianz’ with success is in


When IIPM comes to education, never compromise

Just Forming an ‘Allianz’ with success is insix years and a swashbuckling 50 lakh individual policies? Wow! But that’s what Bajaj Allianz is all about – one of the fastest growing private life insurance companies in the country today. And guess what has been their key differentiator? Designing products and services to suit all market segments of society. Simply strategy, yet worked like nobody’s business! Clearly, unlike many other players, the reasons for the huge success of Bajaj Allianz can be primarily attributed to their ‘need-based’ approach as Kamesh Goyal, CEO, Bajaj Allianz, explains, “We have been focusing on reaching out to the masses across the country with a wide range of flexible products and services to suit all segments of the society. And this has helped us grow fast and build a strong brand name in a short span of time.” With Rs.5,500 crores as asset under management & Rs.7 billion shareholder capital base, its launch of Century Plus will further accelerate its growth. Products which are fully dedicated to microinsurance, also further establishes the fact that Bajaj Allianz is keen to get on top of private life insurance crowd... and it’s moving fast, very fast!

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, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, July 09, 2008

“Our competition can ‘rest in peace’”


IIPM is A World of Career

You launched 9X quite suddenly. Why a GEC?
We Our competition can ‘rest in peace’wanted to launch suddenly. Our competition was least expecting it. There was a sense of fatigue that had crept in among viewers with the existing programming in GECs. Our research showed that people were craving for a new, more powerful connect, with more realistic programming & story lines in soaps. We’ve already raised sufficient funds to keep our plans on track.

But, you are also working with the same production houses that Zee, Star and Sony are working with. How do you expect the programming to be different?
Well, for that you need to see our Balaji Telefilms programming at 9 pm (Kahe na Kahe). It is decisively not the regular Balaji (read: kitchen politics drama) that you see elsewhere. It is more realistic, down-to-earth and has middle class values. I mean, sure that has worked for Ekta Kapoor for years, but people don’t want to see that anymore. All production houses create programming to a brief given by respective channels. I would say that our brief is ‘different’ to them.

Is the GEC space big enough to accomadate more players?
Absolutely. The number of brands in India is increasing and so is the advertising pie. From the advertiser’s perspective, I think that more enticing platforms were needed to make the brand connect. Moreover, nearly 2/3rd of India does not watch TV today and as the number of cable & satellite homes goes up, my market will expand simultaneously.

The buzz is that you are innovating heavily to attract advertisers?
Yes! We’ve launched Platinum, Gold & Silver levels as one time memberships to brands on our channel. Early association will ‘rate protect’ them for the duration of the contract, even as going forward (when TRPs come in), our rates will keep increasing. Vodafone, Future Group, Reliance Industries, have already signed up with us.

What is Peter Mukerjea’s experience with Star India getting on the table for INX?
Peter’s experience of 14 years is a strong backbone for the group. We continue to look at him for guidance on strategies.

How would you define success in your venture?
I want to go back 14 years ago and see what the market shares of these established channels were at the time of their respective launches; and compare them with my market share after a month of launch in 2007. If I’m ‘9 times higher’, I think we’ll be on track!

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.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
Why Study Abroad When IIPM Gives You 3 global Advantages!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, July 08, 2008

Look who’s got the power


IIPM - Admission Procedure

Mounting attrition costs and talent crunch – two reasons, and enough to get the HR wheels rolling in any organisation today

Hemanshoe Arora, earned the nickname ‘He Man’ and this has stuck onto him all his life. It was another thing that he was oblivious to the reason behind the same... However, today it seems different – we’re referring to his nickname – for he actually feels like he’s earned it well considering his professional life. And just like He-Man would shout, he surely feels that he has the power.

“Power?” You ask? Yes, indeed. It’s the power that you get from being treated as an extremely scare resource by his company, by making him feel powerful as a competent and a value-adding entity. Precisely so; for Hemanshoe has all the reasons to feel on top of the world... Controlling attrition and retaining their best talents, today, organisations today have pulled up their socks, to save the outflux of precious talent from their offices and plants and yes of course, vying to get chosen as the top ‘Employer of Choice’. And there is some good reason attached to winning the crown as Malini Deekshit, VP – HR (India & Mauritius), HTMT Global Solutions divulges, “An employer of choice goes beyond prospective employees. It creates a positive disposition of influencers who may be clients, stake holders, suppliers and partners. Hence the spin-off effects can be far reaching. A title like this adds to the brand value too.”

One cannot also deny that these are testing times and talent crunch is an element necessarily found in the business air around us. Also with opportunities aplenty and with compensations getting fatter each hour, every organisation wants to avoid that feeling of discontentment amongst its employees. Another phenomenon that is getting the HR think tank work-up innovative initiatives for their employees is the mounting cost of attrition which as per People First Solutions Ltd., “On average, costs companies 18 months’ salary for each manager or professional who leaves, and 6 months’ pay for each hourly employee who leaves.” More shockingly, the report titled The Hidden Cost of Attrition showed how attrition (in other words, failing to retain your best people) can cause a company to lose up to 40% of its profits – some pinch for the company’s bottom line! The situation gets more baffling with a visible parameter like pay dissatisfaction being ranked 7th on the list of reasons why employees leave as per Accenture. The other factors triggering the negative reaction being ‘lack of opportunities’, ‘ill-growth’ et al. So talent management has definitely become a tougher ball-game to play.

However, it is not just the dearth of talented people and a pocketful that the companies have to spend on filling vacant positions that makes living a challenge for the HR department; what about revenue growth and market share? Surely, controlling internal factors while battling external competitors is growing into a bigger challenge for capitalistic entities.

But the companies seem to have found a solution here too. Recall the HCL or the Citibank TV commercial where the employee himself does the talking on the company’s behalf. In fact Citibank’s ad shows the dedicated employee giving the best possible solution to his customers, even while off-work (like on his morning jog et al).

So do you think the companies are doing a bit too much here? Surely with so much at stake, they are doing just what’s required. Differentiation even in terms of HR practices help them get closer to being the best in league. Talking to 4Ps B&M, Ajay Kaul, CEO, Domino’s Pizza India Ltd. (that features in the Top 20 of Hewitt’s best Employers in Asia 2007 list) asserts, “By making your organisation a great place to work in, work efficiency improves as well...” Kaul further explained how Domino’s takes up initiatives like celebrating the birthday of employees to treating all employees with equal dignity; all to ensure that their employees are satisfied.

Arvind Agarwal, Group President, RPG enterprise, on the other hand feels that attention to employees’ career development is more crucial for maintaining levels of satisfaction. He remarked, “Career development too plays a crucial role in making any organisation an employer of choice and that is what RPG believes in...” Then there is Arun Kumar, VP, Godfrey Phllips India (GPI), who stresses on training as he says, “T&D is taken up as the priority issue here and as a matter of fact carried out at three different levels.” GPI also considers the mentor-mentoree relationship vital.

From scanning management groups to travelling across the world, companies are trying everything they can to emerge as a winners. And today, times have become so testing that simply pay and other hygiene factors no more solely decide a company’s human capital base as Ashok Ramachandra, Senior VP-HR, Tata AIG Life Insurance voices, “In an industry where people are getting 100% hike on switching jobs, only good HR practices can help (companies) retain talent in both the short and long run.”

LG on the other hand holds a belief that employee welfare coupled with performance oriented culture helps them in keeping a check on their attrition figures. Yasho V. Verma, Director HR and MS, LG adds, “Performance at LG is something that is sacrosanct. The rest is taken care by the company.” LG spends as much as Rs. 90 per day on each employee’s meals alone, small thing really, but that is just one thing that LG takes care in terms of hygiene factors; the rest includes sending employees along with families to attend training sessions. Surely, many roads to the same destination as you may have figured out. With the employees on centre stage, the role for HR officials is getting tougher for the day. ‘No compromise’ in efforts to have the best human capital is the key to it all!


4Ps edit bureau, with inputs from Surbhi Chawla

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.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, July 07, 2008

Dethroned emulator


When IIPM comes to education, never compromise

Tata Motors rallies to second position, reveals Hyundai’s tender spot

Hyundai,“Analysts have a perception that there is an evident lack of innovation on Hyundai’s part” after 10 long years of its existence in India, finds itself in a quagmire. Considered one of the best performing automobile company in India, Hyundai has landed itself in hot waters. And why not, Tata Motors has stormed into Hyundai’s territory, dislodging it from its coveted position. Auto India’s Rananjoy Mukerji told 4Ps B&M, “Tata has overtaken Hyundai because of its indisputable diesel line up. It is a question of survival for Hyundai now and it is time for it to become innovative. Hyundai must include more small cars with diesel options in its portfolio to regain market share.”

If Hyundai is to be believed, then this South Korean company knows its shortcomings well in advance. When 4Ps B&M asked H.S. Lheam, CEO, Hyundai India, about the company’s prospective small car plans, he made it clear, “As soon as our second plant in India becomes operational, we will definitely bring in a sibling to the Santro.” Small cars are indeed the future of Hyundai in India and Hyundai will, without doubt, base its future sustainability on its small car portfolio. Even though Hyundai understands the market dynamics well and its first and only successful small car still sells like hot cakes, there is a glass ceiling of sorts. Unlike Tata, which has climbed the ladder to the number two spot with its somewhat industrial Indica, Hyundai has been unable to replicate the same with the so called ‘internationally acclaimed’ Atos Prime (Santro)! The car which was at one time the number one seller has been suffering from declining sales and is now sitting at the number three spot. Analysts believe that there is an evident lack of innovation on Hyundai’s part and that alone is responsible for falling sales. Though there is abuzz in the industry that Hyundai is gearing up to develop a 1.1 litre CRDi engine for its small cars, Santro and Getz, there is no official news from the horse’s mouth. Hyundai should possibly take hint from the fact that the diesel powered Accent and Verna have been bringing in volumes for the Korean major. Clearly, the Indian consumer is more inclined toward economy and the inherent practicality of a diesel engine.

The other heart burn Hyundai faces in India is its zero brand appeal when it comes to luxury car segment. It has not managed to popularise its range of high end cars like Elantra and Sonata, despite a boom in premium car segment. As per SIAM, the company sold just over 352 high end cars in April-June 2007-08 and that is pathetic when the luxury car segment is growing at a stunning 18.3%. Though Hyundai tried to revive its flagship model Sonata Embera by offering a 2 litre VGT loaded CRDi motor, but to no avail. Today, Hyundai stands beaten at both, small and premium segments, and definitely needs a strategic make-over to reclaim its second position fast.

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Calling it quits?!


IIPM, GURGAON

...so are these just routine goodbyes or there’s more to it than meets the eye!

K.S. Chakravarthy (Chax), Ashutosh Khanna, Pratap Suthan (Pat), Santosh Desai are just a few of the ad-frat stalwarts who have recently shifted their address. No, they haven’t moved houses,but companies. Trailblazers for their respective companies – Chax was National Creative Director for Rediffusion DYR; Ashutosh and Pratap were COO and National Creative Head for Grey Worldwide, respectively; and Santosh Desai was COO for McCann Erickson – they’ve all recently left companies (that were nearly synonymous with theirnames), and that too at the peak of their careers. So what’s up? Whatmade them leave companies they helped building? Was money the only motive behind these high profile exits? Santosh Desai, who quit to join retail giant Kishore Biyani’s Future Brands, disagrees. His reasons for the shift are “more avenues to explore and exploit his creative talent”. Chax also asserts that he is out to explore. “With so many newer opportunities out there like animation, screenplay writing, feature film direction, I am still undecided about my future course of action,” he says.

Many aver that there are not many challenges left at senior levels as you are working with the same clients and same design briefs over and over again, rendering those ‘grey cells’ susceptibleto monotony. “People move in any industry, why single out advertising? And let’s put what is wrong with Grey at rest, as there is nothing wrong with us. Ashutosh and Pat were two assets to the company but their departure has not caused a dent to the business. It has provided newer opportunities to test out the skills and calibre of our staff,” stresses Nirvik Singh, Chairman, Grey Worldwide.

Ashutosh Khanna who’s set to join Korn/Ferry International, a global consultancy and recruitment company, feels that a complete shift from communication consulting to HR is an offer he could not resist. “Age is still on my side and I wish to challenge my calibre to its extreme,” he says. Moving to another vertical may well be okay, but for within advertising high profile movements, there’s always the fear of an agency’s key accounts moving with the star employee. Creative duties for the entire Parle Agro, a Rs.30 crore account moved out of Grey Worldwide with the exit of Raj Kurup, Regional Creative Director. So let the cat go, but don’t let it swallow the canary!

Research bureau: Priyanka Rajpal

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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Saturday, July 05, 2008

People Movements


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• Rated among Asia’s top five valuable telecom companies – Reliance Communications has appointed A.K. Purwar as Additional Director on their board. LG Electronics India has roped in V. Ramachandran as Director, Sales & Marketing. Also Piruz Khambatta (Chairman and MD, Rasna Pvt Ltd.) is wearing the hat of Chairman, CII National Committee on Food Processing again for the year 2007-07.

• The Walt Disney Company’s Disney-ABC International Television (Asia Pacific) has appointed Swati Shetty as Director, India, replacing Amit Malhotra who was promoted to the post of Regional Sales Director. On the other hand, MD of The Walt Disney Company India, Rajat Jain has put in his papers to join Mobile2Win India Ltd. as CEO and MD. Shailesh Kapoor has been promoted to the post of Business Head of Sahara’s movie channel, Filmy.

• Vidhu Puri, the former CEO of Media House is the new man on the rolls of Femina magazine and has joined the publication as National Head. Chaitanya Kalbag has bid goodbye as Editor-in-Chief of Hindustan Times.

• In the advertising world, Sonal Dabral is joining Bates David Enterprise, India, as Chairman & Regional Executive Creative Director. Anirban Sen, VP-Creative, McCann has put in his papers and all set to join TBWA as Head, Creative. Also Nirvik Singh, President, South and South East Asia, Grey Global Group has been given additional responsibility as the CEO of G2, Asia Pacific region. G2 is the group’s specialised marketing agency.

• Vineet Singh Huknani, COO, Cheil Communications has quit the agency after a three year stint. R. Swamynathan, Senior VP, IB&W has put in his papers. Anand Siva has been appointed as VP, Saatchi & Saatchi Solutions.

Compiled by: Aditi Soni

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Source : IIPM Editorial, 2008

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

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Friday, July 04, 2008

USP (UNIQUE SELLING PROPOSITION)


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The great Rosser Reeves founded and authored this much revered UNIQUE SELLING PROPOSITION in an era when products “genuinely” had definite, tangible differences. Today (apart from the term being systematically raped due to abuse, misuse and over-use) it has lost much of its sting. Why? Because times have dramatically changed. Electronic firms share research. Large FMCG brands often come together to manufacture, in order to cut costs. Levels of excellence are cutting across the entire spectrum of products and services, almost eliminating the “difference” factor. Ad Guru John Hegarty believes that there has been a paradigm shift in that we are living in a whole new age – the age of the ESP, Emotional Selling Proposition!

“Here the perceived difference is all. Why do I wear a purple shirt instead of a white shirt? Sure, it’s only about colour, but hey, it makes me feel different!” Hagarty, extending This line of thinking, invites agencies to re-invent their focus in terms of profile and persona. “I believe they need to see themselves as a manufacturing company because they are really and truly a part of the manufacturing process – manufacturing ideas that make a difference between brands.” The result is empowerment. Customers actually feel more certain, assured, passionate and in love with the product. The “emotional difference” is indeed the real difference!


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Source : IIPM Editorial, 2008

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

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Myth – exploding time, guys!


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Monojit Lahiri takes you down an explosive track where revered, sacrosanct and holiest-of-the-holies laws, rules and practices go for a sublime toss!

Rules John Playerand laws. Commandments And diktats. Rails and fences ….these continue to govern our lives, right? Ditto in Adville. “Problem with rules” rues the local wit “is their seemingly invincible rigidity. What must however always be kept in mind and acted upon is the simple fact that the moment these great laws lose their effectiveness, validity and winning streak and become a deterrent to creative development, they should be relegated to the trash bin! Shocked? Don’t be – because with this single move you liberate yourself from restrictions and boundaries and allow yourself to… fly! This is not to categorically debunk the entire concept of rules; they were created for certain reasons and surely had their uses… Today however, sane communication practitioners must be viewed in perspective and not something that is gospel truth and carved in stone!

Let’s do a quick ‘dekko’ of some popular, time-tested numbers that need to be handed the pink slip!

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Thursday, July 03, 2008

If you are part of a diversified company, when do you giveup hope on fixing a broken business?


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Q: If you are part of a diversified company, when do you giveup hope on fixing a broken business?

– Ron Adner, Fontainebleau, France A: Big companies hold onto failing businesses for all kinds of reasons: sentimental value, false hope and culture, to name just three.

For many decades in Japan, for example, every business was treated like a shrine – untouchable. Similarly, citing “tradition,” Pan Am sold off its profitable hotels business in the mid-1980s and kept its struggling airline business.

We all know the end of that story: By 1991, Pan American World Airways fell apart.

In most cases, though, inertia is what stops companies from letting go of broken companies. It’s just so hard to sell an old operation – and so messy. After all, getting rid of a fixer-upper takes patience and often the willingness to take a loss. Who in his right mind has the time or wherewithal for that?

Which is why letting go of a business has to be a corporate discipline for it to happen at all. Companies should only keep trying to fix businesses as long as they serve a strategic purpose. And they should face reality and “give up hope,” as you put it, as soon as they don’t. Look, there will always be times when companies will pour money into a floundering business to establish a position in a developing country.

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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When politics & profits, peel-off the power of Pax Americana!!!


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Indeed, in all of our travels over the past several years in literally dozens of countries, we have never heard of a single business deal, joint venture or acquisition that has fallen through because one party said, “I just can’t. They’re American.”

Maybe the simple reason is that businesspeople are mercenary. They care more about profits than politics. It doesn’t matter. The end result is that business has become part of the glue that keeps the world from blowing apart. Most people agree, for instance, that India’s nuclear restraint against Pakistan in 2002 had as much to do with international economics as it did with international diplomacy.

Now, we’d never suggest that America’s strong business reputation will totally wipe away the country’s geopolitical tarnish. But we would assert that the American brand is multi-faceted – and thanks to that, hardly ready to be junked.

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).

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Monday, June 30, 2008

It’s raining pizzas!


When IIPM comes to education, never compromise

Guess why Domino’s pizzas have had such a great run in Britain this season? Simple! Because it rained so hard that consumers stayed at home – and ate loads of pizzas! Torrential rainfall coupled with fewer garden barbecues, in the first six months of 2007, helped to boost sales by nearly 15%. Profits too have gone up by 35% for the period. Chris Moore, Deputy Chief Executive of Domino’s Pizza, says, “When the temperature goes above 20 degrees, our biggest competitor comes out of the shadows – the garden barbecue. We’re very happy to see that sales of barbecues are down 90% in some stores and long may that continue.” Is that cool or what?

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Source : IIPM Editorial, 2008

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

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Uncle Sam, not so innovative after all!


IBM commissioned a survey to Zogby International in the US, and the results are – what do we say? – rather weird! It seems that one in four Americans believe that China is going to beat the mighty United States in the domain of innovation over the next decade, and emerge as the world leader in all things innovative! But hang on, it’s not really because Americans believe that Chinese are superior when it comes to innovation. It’s more because they feel that American establishments are not doing much in this area; about 70% of the 8,046 respondents felt that the government is not doing enough, while almost two-thirds felt that industry wasn’t doing great shakes for innovation either. And the good news is that although one in four Americans surveyed felt that the Chinese dragon was beating US in the sphere of innovation, 38.5% of them said that the US was still at the top when it came to innovation! So, we guess, there’s hope yet!

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.
When IIPM comes to education, never compromise
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China’s Net population goes through the roof


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In 2005, China had 103 million internet users. Now, the country has 134 million. China has second largest internet population in the world; it also has the second-largest number of broadband users (77 million). With China’s online population growing at 30%, it’s just a matter of time before the dragon country overtakes the US to have the most online users in the world. The China Internet Network Information Centre has said that 30 million of the country’s 200 million school students have access to the internet. More numbers on China’s browsing habits. Each Net user spends around 16.5 hours per week surfing; 25 million use it for online employment information, while 15 million use it for educational reasons.

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.
When IIPM comes to education, never compromise
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MADE FOR EACH OTHER


Mehndiwalis, caterers, photographers, decorators, designers, dancers and of course those harried wedding planners...phew! The Great Indian Wedding has inspired a whole new breed of businesses...

What’s common between Subrata Roy, L.N. Mittal, Laloo Prasad Yadav and Sant Chatwal? They organised weddings for their children in a manner which left the world gasping! Not just business tycoons, even ordinary folk today want the moon for the wedding of their young ones. Right from the wedding card to the ‘thank you card’ everything is done in a lavish manner – opening the doors for many business activities.

The Indian wedding today is turning into a big industry. It’s currently estimated at Rs.50000 crore, and is all set to grow by approximately 25% annually. If you are a creative entrepreneur, this is one industry which is very lucrative to work in. The customer is in a spending mood. You could charge a ridiculously large amount – if you have something unique to offer. The wedding ceremony is one day when no one is bothered about ‘return on investments’. According to some, it is the only ‘recession-free’ industry in India, spawning a gamut of new businesses and new entrepreneurs. In fact, almost every industry is today looking at weddings to give a boost to their business. Be it hotels, tent wallahs, dress designers or caterers, every one is doing their best and growing and gaining from the ubiquitous wedding. Considering the fact that around 1 crore couples get married every year, there is a huge demand for all marriage related services, and a huge opportunity for one to churn out a great career. Let’s look at how so many varied businesses are booming as we go about tying the nuptial knot.

Online and marriages

Today it’s no more astrologers or priests or your aunty in Canada who are fixing up marriages. A lot is happening on matrimonial websites. Today matrimonial websites have become the best way to find that perfect match. Shaadi.com has 7 million members and gets 8 million page views a day. No wonder advertisers are flocking in to promote their goods on these sites. The users of these sites are highly focused – their specific purpose is to start a family and they are looking for information that will help them do it. Maruti Alto, IFB, LG and ORRA jewellery found how profitable it was advertising and promoting their goods on these websites. Not just Indians one can reach out to a large chunk of NRI’s through these sites (since around 30% of the users are NRI’s). So, in effect, it is profitable to start a matrimonial website and also to advertise on it!

Copyright © : Rajita Chaudhuri and Planman Media.

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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Sunday, June 29, 2008

Where the Bali Hell are you?


We’ve poured you a beer, we’ve had the camels shampooed, we’ve saved you a spot on the beach, we’ve even got the sharks out of the pool! So mate...

“A journey of a thousand miles must begin with a single step,” said Lao Tzu many years back. If I may be allowed to re-word it, I’d say a journey of a thousand miles sometimes begins with a single advertisement! An exciting photograph, a catchy by-line, or maybe exciting folklore sometimes, is enough to make you want to visit a particular place. We all dream of far-off places which we want to visit, and if we come across a photograph or a write-up that matches our dream, the chances of going there are increased.

Tourism today is a big industry and countries need to seriously look into the way their nations are promoted and how they are viewed by the outside world. A clever marketing strategy can reap in rich dividends for an economy, and many countries have realised this. Hong Kong has shown how a small island can become a popular tourist destination through sustained advertising. Tourism is a big money-spinner and they are leaving no stone unturned to attract people. This year, till September, 15.7 million people had already visited Hong Kong – and this was the total number of visitors for the whole of 2003. Singapore now plans to rope in 21 million visitors next year. San Diego says tourism is their third largest industry. It gives them foreign exchange, provides jobs to the locals – they earned $6 billion through these visitors. They have come out with a campaign which goes, “365 days of Ahhhhhh!” and they are planning to spend $2.9 million on this campaign.

People who see an ad are twice as likely to visit the state website and twice as likely to call the toll-free number and request information. Kerala, with its sustained advertising, saw a 30% increase in traffic to the South. About 40% of the total tourists, that India gets, head straight to Goa or Kerala.

They are most aware about these places. North India has actually seen a drop in tourists since no good campaign has excited people in a long time. One could just look at the way ‘Truly Asia’ Malaysia and ‘Uniquely Singapore’ have advertised themselves. They have events lined up all the year round, which keep attracting different kinds of tourists and giving them reasons to stay longer. Even a burning desert like Dubai attracts visitors in large numbers. People need a reason to visit, but they also fear the unknown. That’s where the ad steps in! If it’s a famous city, the ad helps to highlight some more unique things about the destination. If it’s a little known place, the ad provides information about the weather, the people and culture – something that Ogilvy did years ago, when he made an ad for Singapore. Back then, no one had any clue what Singapore was like. His ad ran a headline, which stated, “Singapore is fantastic,” and then gave a detailed description of the place.

Not just this, but you must know what to sell to whom. Selling snow to a penguin won’t work, just as selling ski resorts to a Swiss won’t; they have the best ski resorts in the world. Similarly, the French will not be lured by American cuisine to come to America. So you need to be sensitive to the cultural likes and dislikes and tastes of the people. You need to research well to understand what they like and then show your country from that perspective. There is a lot that a well-planned campaign can do for a country. Just keep a few things in mind.

Give a reason, why?

“We’ve poured you a beer and we’ve had the camels shampooed, we’ve saved you a spot on the beach. We’ve even got the sharks out of the pool. So where the bawly hell are you.” What if a beautiful bikini-clad blonde were to invite you like this. It would be irresistible. So it’s proving to be for many as they are packing their bags and rushing to Australia. This was an ad campaign for promoting tourism in Australia and bookings have already started, and they are being flooded with phone enquiries. This new campaign, which would run for over two-and-a-half years, would cost the Australian government $180 million, but it’s worth it, for it’s a $73 billion industry.

You need to give a solid reason why someone should come to your country – a unique position, a unique experience, to encourage the traveller to include your country in his travel plans. After all, people would not go half way around the world to see things they could very well see at home.

Years ago, when Jamaica was a little known country, Doyle Dane Bernbach created a campaign for it. It went like this, “In Jamaica, we treat our country as though it were one enormous living room. Be our guest.” The ad showed two men sitting on beach chairs, with sea waves lapping at their feet, playing chess. It was a classic, when it came to travel advertising. People came to see this beautiful and hospitable country. Today, Jamaica has found a new way to attract visitors. You get a once-in-a-lifetime experience to swim with dolphins at the Dolphin Cove.

One reason that never fails to attract people is celebrity endorsement. Nothing gets a destination more attention than when celebrities visit it, or when celebrities promote it. After hurricane Katrina hit Louisiana, not many were sure if they could still holiday there. Nobody convinces people better than a celebrity. So New Orleans came out with an ad campaign, which used all celebrities – who had some or the other Louisiana connections – appear on television asking people to return to enjoy the state’s unique culture, arts, food and music. The campaign was named “Fall in love with Louisiana all over again.” Likewise, New Jersey got help from its celebrity native Jon Bon Jovi and his hit single, Who says you can’t go home! The song rode high on the Billboard list and so did the number of tourists to New Jersey.

India too has found its bevy of famous faces. ITDC has decided to rope in Bollywood stars to promote India as an attractive tourist destination. Amitabh, Rani, Preity would all be used to sell India abroad. Not just this, India seems to have given the world a reason – why they should come here. Kerala, with its wonderful campaign titled “God’s own country,” showed the world the serene backwaters of Kerala. Not just this, Ayurveda and Yoga seem to be the two things that India has to offer, which are capable of transforming people’s lives. The Incredible India campaign too has helped to show how different and unique India is. Tourists are slowly including India in their travel plans too.

Just as a brand needs a unique benefit for people to buy it, a country needs a unique image to differentiate it from others. It needs to offer something unique for people to travel to it.

Change Perceptions

Not many would consider Israel as their idea of a fun-filled holiday. Everyone has a certain not-so-happy perception of Israel. This is exactly what the ad agency targetted, promoting Israel as a fun-filled tourist destination. The 30-second commercial, which appeared on TV in New York, Florida and Los Angeles, showed scenes, touristic images and activities that people did not normally relate to with Israel. The ad ended with a punch line – “Israel. Who knew?” After these ads, people suddenly realised that this was not a place where bullets whizzed over your head as you walked down the streets. It was very much a regular town. Tourism from the United States increased by 31%. Not surprisingly that this year, they are planning to increase their advertising budget to $150 million. Everyone knows Israel is a Holy Land, but not many know it’s a happening land too. Israel has learnt – it pays to advertise, and damn well!

Puerto Rico, everyone believed was dirty, ugly and squalid, till David Ogilvy drew up an advertisement for them. People suddenly realised that it was not a dirty, poor island, but a beautiful holiday destination. Ogilvy’s ad, “Girl by a gate-in old San Juan,” was a master piece. It changed the fortunes of the country as visitors flocked in droves to enjoy the pleasures of this destination.

After 9/11, US saw a drop in the number of the tourists. The one city that rebounded faster than any other city was Philadelphia. This was primarily because of its $2 million summer tourism campaign. The commercial was entitled “Philly: The Musical.” It came with a tagline that went like this, “Philly’s more fun when you sleep over... and over again.” It was a novel way of promoting the “Philly Overnight Hotel Package.” The ad showed a guy who wakes up and is inspired to explore Philadelphia – not realising he is in his pyjamas! The Pyjama Man was liked by all and the advertisement grew to be a huge success.

Think of Japan and you think of two things – the Sumo wrestler and the Geisha. Japan’s major chunk of tourists belonged to the over-50 age group, who were interested in seeing its temples, gardens and Mt. Fuji. The Japan National Tourist Organisation wanted people to change their opinions about Japan being nothing but full of generations old traditions. They wanted people to know that Tokyo was throbbing and pulsating with excitement, much like New York, Paris and London. The ads were titled, “Cool Japan – Fusion with Tradition.” They showed how you could see the Geisha along with the latest modern fashion, the Sumo wrestlers and Buddhist retreats, along with their latest high-tech gadgets, neon lights and manga art. All this at an economical price of £689 for six days. What more can a tourist ask for? So much of fun and variety – all at a reasonable price. Japan should open its gates wide, for tourists are bound to come, and that too, in very large numbers.

The advertisements play a major role in building an image of a country. They can convince you that thousands of miles away is a destination that has everything you are looking for. Tourism ads work like invitation cards to a happening party. We all need a break, and ads give a small preview of the pleasures to be found on the promised land. So, after the deadly Tsunami struck the tourist town of Bali, tourism fell pathetically low. Bali was particularly worried about the fact that Australians were not coming back. They were too scared to return, while the rest of the world had already started to flock back. Only intelligent advertising could help build back the faith. Nothing relaxes you more than a good laugh and that is exactly what the advertising campaigns did. The ad said, “Aussie...look what you’re missing,” and went on to show how the rest of the world was enjoying Bali, and asked Aussies, “Where the Bali hell are you?” The concept clicked and people saw that Bali was back to normal and they could return to it. Depending on place, the ads lure people to pack their bags & sit on a plane, heading straight to your country. The ads show how vibrant & exciting the country is, how everyone is having a good time... Guys, where the “Bali hell” are you?!

Copyright © : Rajita Chaudhuri and Planman Media.

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

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Look Left For Leadership


If you thought embracing capitalism was ‘the’ sure-shot way to any nation’s success, allow us to whisper sweetly that you couldn’t have been far from being magnanimously... wrong!

More than three decades ago, the Vietnam War ended and US troops went home. Yet, ‘Nam still haunts the psyche of many Americans. After all, the US had done then to Vietnam, exactly what it did to Iraq a few years ago. Even today, the grey images of the Vietnam War are fresh in people’s minds. Images of a girl running in terror, her body scorched by napalm; images of people fighting to board a helicopter, as it took off from the roof of the US embassy; images of a nation destroyed and devastated by the US of A. Yet, a few months ago, when George Bush arrived in Hanoi for a trade summit, he saw a country that was booming. Most interestingly, today, America has become Vietnam’s biggest trading partner.

Vietnam, which is known as ‘the Paris of the East’, with its beautiful lakes and lush green parks, is today glistening. Vietnam is today the fastest growing economy in South-East Asia. The war, which had scared the nation years ago, today has turned into a big tourist attraction. You would find war memorabilia being traded like hot cakes in the market place. Hawkers jostle to sell dog tags and Zippo lighters that supposedly belonged to American Pilots! The war is over, today Vietnam is racing ahead. It promises to become a developed nation by 2020. Vietnam’s growth rate of 8.4% has exceeded that of Thailand, Malyasia, Taiwan, South Korea and even India in some quarters. In fact, American companies like Intel and Nike are pouring in billions of dollars into Vietnam. In 1990, 51% of the people of Vietnam were living in abject poverty. Today, only 8% of its people earn less than $1 a day. Vietnam is the latest Asian economic tiger and it’s roaring real loud. This time, it’s truly – good morning Vietnam!

Vietnam may have opened its gates to the outside world, yet it’s a communist country and has an authoritarian one-party state. Freedom of speech and democracy may be an alien concept, and still no one seems to be complaining. To top it all, the pace of its exports to the United States is rising faster than even China’s. The new middle class wealth is visible in the swarm of motorcycles that have filled the city streets. In fact, Brad Pitt and Angelina Jolie could not resist a ride in one of them when they visited Vietnam sometime back. Researchers predict that it won’t be long before people start switching form bikes to cars – after all, the country is really doing well for itself. Life expectancy has increased, infant mortality has decreased. Most of the children in Vietnam are enrolled in schools.

Vietnam leaders have promised to make Vietnam a modern industrial nation by 2020. Of course, many nations, including ours, have promised this to their people; the only difference being – Vietnam means it!

If the Vietnam saga sounds great, China perhaps would be nothing short of brilliant. Take a look at a few numbers and statistics and then decide for yourself. Between 1979 and 1997, China’s GDP grew by 9.8% annually, about three times greater than the world average. Some 170 million people were lifted out of poverty. Even the United Nations had to admit that never in the history of the world have so many people made such economic progress in a single generation.

In the 1970s, China was an insignificant participant in the international market. Reforms started in 1978; and since then, China has recorded one of the world’s highest growth rates. Today, China is unarguably one of the most dominant players in the international arena.

Even the Tiananmen Square massacre in 1989 did not halt the wheels of growth of China. At that time, when the West and Japan stopped investing in China, the Chinese living outside the mainland put in huge investments and provided the much needed funds to China. In three years, China’s growth went upto 12% per annum. The world was startled and soon the Americans, Europeans & Japanese were once again interested in China. After all, a little repression, a little violation of human rights, are not reasons enough to stop a good investor. Bill Clinton soon granted China the MFN (most favoured nation) status and the World Bank once again resumed lending to China.

Today, China is booming. China’s GDP rose from $150 billion in 1978 to more than $1.6 trillion in 2004. And to say China’s exports are booming, is a very huge understatement.Deng Xiaoping had said, “To get rich is glorious;” and China has shown this to the world. The ideological debate of whether capitalism or socialism is better has come to a conclusion. You see China and you realise that communism is not only relevant, but potentially the key to deciding the shape of the country’s future

Notably, the socialism of the 21st century seems to be different. It’s more of a planned economy than a bureaucratic totalitarian state that existed in Stalinist Russia. Many countries, especially the Latin American ones, have realised that prosperity and happiness can be achieved by supporting and promoting this 21st century socialism.

And if there is one country that has shown what a socialist government can do, that is Chile. From 1973 to 1990, the country dwindled and withered away under the nasty dictator General Augusto Pinochet. Then came Ricardo Lagos whose socialist party changed things, and how. Today, the reigns have been taken over by Michelle Bachelet and Chile seems to be doing very well. Lagos was a genius, whose thesis (written in 1960) earned him the title, “The Mozart of the Economy.” Creditably, he helped reduce the inflation in his economy. In 2005, Chile grew at an impressive rate of 6.5%. Poverty has fallen sharply in Chile, from 39% in 1990 to about 19% today. The Chileans are realising that their economy is looking up and what seemed like a distant dream – of becoming a prosperous and developed country – seems to be well within their grasp. Chile has shown that you don’t have to kowtow the US to be successful. It is firmly against Washington, but with the right kind of leadership it has nothing to fear.

There seems to be yet another socialist who minces no words when it comes to expressing his feelings about USA. It’s the Venezuelan President Hugo Chavéz (above top). He is totally anti-capitalist and knows that the only way to reach promised objectives of a better life and the end of exploitation is through a socialist form of government. Not surprising that 82% of Venezuelans think Chavéz is doing a good job. Come to think of it, it’s more than twice the approval rating by Americans of Bush. Chavéz has used Venezuela’s oil profits to lift the poor out of poverty. Bush used oil to destroy a whole nation and kill its leader (Saddam). The poor love Chavéz, for they see their lives improving under him. Is he the next Fidel Castro? Perhaps, but he is surely a hero. Cheers once again to his leadership – for Venezuela is today the fastest growing economy in the hemisphere

There’s definitely something about socialism. From Hugo Chavéz to Evo Morales of Bolivia, it seems like a wave of “leftism” has swept over Latin America. There is Lula and his Worker’s Party in Brazil, there’s Nestor Kirchner in Argentina and Vazques in Uruguay. They have probably seen that democracy did little to eradicate poverty and corruption or reduce inequalities. The “Left” is returning. And this time, it’s making sure it does not commit the mistakes it made in Soviet Union. This “new Left” is more viable, more sensitive and sensible; and definitely very effective. It would not be long before this region becomes a force to reckon with. Vietnam and China have shown the way and many are following them.

“Revolution is not a dinner party,” wrote Mao Tse-tung when he was a young Communist leader. It required grit, determination, and most of all, compassion towards the poor. Only then can a nation truly progress and become a force to reckon with. Socialism is a very young system. Capitalism could not achieve what socialism has done to Latin America or Asia. Socialism has shown what it can do. Look at USSR and Cuba. It’s probably worth putting our faith in the system and giving it a chance

India has the best natural resources, the best brains, the best people, the best culture and yet it’s not growing the way it should. What it lacks is a proper ideology and a strong leader. Isn’t it time we learn from others? Isn’t it time to look Left for leadership.

Copyright © : Rajita Chaudhuri and Planman Media.

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

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When IIPM comes to education, never compromise
IIPM, GURGAON
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, June 27, 2008

Kapil Dev speaks to Planman Media…

IIPM - Admission Procedure

Your reaction to BCCI’s treatment with you?

I’mKapil Dev not angry at all. I have always believed that people associated with these boards must have respect for the sportsman and I am glad that my country can see that too. We don’t need Businessmen and politicians on our boards, but unfortunately our system does not run without them. And if today I want to change that, what’s the issue? The board says that one cannot work for two organisations, but we have created only a small league to have tournaments. What’s wrong with that?

How did you get involved with the ICL?

To be honest, it was great for cricketers! Mr. Chandra looked at it as a business opportunity and as long as it is benefiting sports and the sportsmen, I have no problem. Financially sound individuals are behind the plan and they will see it through.

Will your involvement with ICL make any difference to fans and players?

It’s difficult to say. I hope it all remains positive. But you try to do a 100 positive things and 20 do not work. I just want to see sportsmen in our country ready to take up challenges. We want to do well in sports, but our culture isn’t geared toward sports. ICL has done something that I never thought could happen.

As told to Megha Jaitley

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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 Road Ahead!


Rahul Mehra, Advocate, Supreme Court speaks to 4Ps B&M

MRTPC Rahul Mehra, Advocate, Supreme Court speaks to 4Ps B&M says that no individual organization should have a monopoly. BCCI threatening to take away the benefi ts from players, who join ICL will have a major impact in court. BCCI has been pulled up by the MRTPC even in the 1990’s. This is going to be a battle of egos and it will be very interesting to watch how the court handles it. For BCCI and ICL, there are three routes open: a merger, an acquisition or battling it out in court. I personally believe that there’s enough space for both of them to co-exist. There is a huge vacuum in India’s cricketing domain and many can share the pie. Look at the television industry, NDTV, CNN, CNBC, AAJ TAK and hordes of other news channel co-exist peacefully. I know from sources that BCCI had been in talks about opening a parallel league for months, but the question is why did they had to wait for ICL to wake them from their slumber and announce a league after them. All said and done, we should not forget that BCCI is very politically driven and in politics, you don’t (cannot?) stay enemies for long. BCCI will do whatever is benefi cial for them first, and then whatever is benefi cial for the game. The 75-year old cricketing body may well come up with a business proposition for Chandra, which the businessman in the Zee supremo, will find tough to ignore!

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Source :
IIPM Editorial, 2008

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

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IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
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Thursday, June 26, 2008

FORD...

FORD... The innovation with the diesel engines have helped Ford to conquer the Indian psyche, and of course, Indian roads...

In what FORD... The innovation with the diesel engines have helped Ford to conquer the Indian psyche, and of course, Indian roads... is a clear signal that the Blue Oval can no longer ignore the booming Indian auto mart, Ford has climbed the innovative band wagon big time in India! You only have to take a peek at the new Fiesta, designed and built with state-of-the-art automotive technology, including the innovative 1.0-liter supercharger engine and the facts will stand clearly in front of you. Fiesta Supercharger is the first application of this technology in a compact car, and its 1.0-liter engine has power equivalent to that of a 1.6-liter unit.

Ever since launching the Fiesta in 2005, there is no looking back for Ford India. The car has been so successful that it has created its own niche in the Indian auto bazaar. Piggybacking this success, the year 2007 has been special for Ford India. Ford now understands that the secret behind its unprecedented success in India is undoubtedly its common rail armed diesel engine range. For starters, Ford has installed a larger capacity engine in its up market SUV – Endeavour, which needed to get rid of its legendry power deficit. Talking to 4Ps B&M, Arvind Mathew CEO F