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

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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?!

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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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Hottest ‘News’ on FM

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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

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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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Young Professionals

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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!

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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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Shock proof branding!

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Havell’s gets aggressive on advertising

If you are not enlightened, then you must not be using Havell’s CFLs. Confused? 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.

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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.

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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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When IIPM comes to education, never compromise
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Forming an ‘Allianz’ with success is in

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Just six 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!

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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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“Our competition can ‘rest in peace’”

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You launched 9X quite suddenly. Why a GEC?
We 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!

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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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Look who’s got the power

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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).

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Dethroned emulator

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

Hyundai, 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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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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Calling it quits?!

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...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

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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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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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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 and 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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Source : IIPM Editorial, 2008

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

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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.

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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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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.

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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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It’s raining pizzas!

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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!

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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!

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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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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.

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