NEW DELHI ARTIFACTS: The lost treasures campaign

Prof Rajita Chaudhuri follow some off-beat trends like organizing make up sessions

ASI makes efforts to bring back artifacts held abroad

The Archaeological Survey of India has joined international network of various countries to give a fillip to effort to bring back precious Indian artifacts held abroad.

Many other countries such as Guatemala, Mexico, Peru, Chilie, Cyprus and Bolivia are working together with India to reclaim their lost treasures. Also, they are getting support from the UNESCO. Each of these countries are trying to prepare a database of such artifacts. It's understood that once it is ready they will make a concerted effort through diplomatic and legal channels to reclaim their antiquities.

Of late, India has launched a campaign for the return of iconic Kohinoor and Sultanganj Buddha statue that were taken away during the British rule. But, chances of bringing these rare artifacts back are really dim as British Museum Act-1963 doesn't allow items acquired through authentic process to be removed, according to experts. In order to get these artifacts, India and other countries will have to mount pressure on the UK to change its antiquities law.

Even ASI officials are apprehensive about the move. They believe that their efforts may not yield positive results in particular cases. A senior ASI official told TSI on the condition of anonymity: "We have successfully brought back many lost and stolen artifacts in the past. But Kohinoor is a different case altogether. There are many complex issues involved in the process. We are studying the antiquity law of the UK and trying to collect the necessary facts." ASI chairman Gautam Sengupta has stressed on the need to be realistic on the chance of getting back these most-talked about treasures.

Earlier, the ASI had succeeded in bringing back many stolen artifacts such as Atru Tehsil of Rajasthan and a Buddha statue of Bodhgaya, Bihar. Indian-origin people lobbied in the UK for the return of these stolen items. Besides, the ASI also raised the issue with UK Ambassador and ultimately the artifacts were returned. Can the ASI repeat its success story again? It seems difficult with Kohinoor, say experts. They said the Britishers took it after the treaty of Lahore was signed following two wars with Sikhs. However, the ASI is trying to push the matter on case-to-case basis as the list of artifacts held abroad is too long to handle.

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KERALA CUSTODIAL DEATH: Cops in the dock

Prof Rajita Chaudhuri follow some off-beat trends like organizing make up sessions

Father says police killed his son, but cops rubbish charge

The image of Kerala police took a beating after reports surfaced of the death of Sampath, 26, in police custody on March 29. He was the main accused in the sensational Puthoor Sheela murder case. She was killed on March 22, 2010, in the day light at her house in Palakkad and her mother Karthiyayani (70) was also brutally attacked.

The police claimed that Sampath developed chest pain and was taken to Palakkad District Hospital where he was declared dead. However, people are not willing to believe the police story. They accused the cops of killing him. The cops rubbished the charge. However, the High Court has asked the police to hand over the case to the Central Bureau of Investigatoin (CBI).

Based on a petition filed by Sampath's brother and father, the court doubts the police version. Besides, Justice V Ramkumar feels that the cops are hiding the role played by then Superintendent of Police P. Vijaya Sakhare in this case. The Crime Branch of police had taken over the Sheela murder case days after the incident.

Justice Ramkumar expressed shock at lock ups being converted into killing chambers. He said he could not believe that 14 officers accused in the Sampath case are absconding and could not be arrested. He ordered the immediate handing of the related documents to the CBI Kochi Unit superintendent.

The counsel of Sampath's family members alleged that since Sheela was the sister of a top IAS official in Tourism Department, a high-level interference resulted in the custodial death.

The court pointed out that according to post-mortem report there were 63 injuries on Sampath's body. It is alleged that reports showed that electric shock was applied on the victim during interrogation. After this incident the credibility of the state police force, which is supposed to be the protector of people's life and properties, is at stake.

But Home Minister Kodiyeri Balakrishnan lost no time in stating that the judge has taken a biased view of the case while handing over the case to the CBI. Kerala Home Ministry boasts of police reforms and of late many police stations have been converted into Janamaithri (people friendly) police stations.

But with such cases coming to the fore, people will stop trusting the police force, according to activists. They said the police still used third-degree methods to divulge information from alleged culprits. Several custodial deaths during the Left Democratic Front (LDF) have tarnished the image of the police in the state.


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

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Which colour do you 'need'

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Ever wondered why the colour of money is usually green and workplaces are often painted blue and yellow? And why black is not a colour for an auspicious occasion while red is the choice of colour for most brides? Aakriti Bhardwaj sets out to find if interpreting colours correctly will indeed lead us to the pot of gold that lies at the end of the rainbow.
AAKRITI BHARDWAJ

While driving back from work one day, I heard an RJ on a radio channel dishing out advice to people for various problems through the usage of colours. A caller rang in and said, “I’m in love with this girl, who is my boss. She is going to London in 10 days and I need to tell her that I love her and I don’t want her to go.” The on-air colour therapist cum RJ Rochie Rana advised him to use red, pink and purple in his office. The week after, I tuned in again to find out about the fate of Mr Romeo. He apparently had walked up to his girl and proposed. “I think even I love you,” was the reply the lucky man received! But how could mere colours make someone fall for a person? Desperate to figure out how colours can fix our problems, I fixed an appointment with Rochie Rana, a colour therapist, pranic healer and an ex-radio jockey.

“There are two ways to look at colour therapy,” said Rochie, my shepherd for the day, lounging on a chair in a café sporting a black attire and sipping on a yellow drink. “One is colour therapy that originated along with ayurveda. In India, the principle was really simple, they understood colours affect people. Brides always wore red, that was colour therapy because they understood that red is the colour of sexual desire. It is the colour of bonding sexually, as in ancient India there were arranged marriages, so it helped women to feel more comfortable. They wore henna on their hands, as yellow is the colour which stopped them from feeling tired and helped cool their nerves as they worked in the kitchen and in the field. This is the Indian version, which started with ayurveda and it became really big while colour therapy was left behind. Then came Pythagoras (the man behind the Pythagoras theorem), who understood that every colour has a wavelength and every wavelength of every colour was constantly hitting your mind and giving you certain messages, and it had an effect on your mind, body and soul. Green was a natural master healer. Colour therapy is very old but Pythagoras actually is the man who gave colours their vibrational modalities, and therefore made it very scientific.”

Colour therapy is often criticised, for the placebo effect alone may help heal some patients. “You can verify it” Rochie said with a defensive look that stemmed from her love for her art... sorry science! “It’s empirical. Pythagoras said there are vibrational modalities. It is certified by doctors across the world. There are psychological institutes that dwell upon colour therapy. The University of Massachusetts always stands by the effect of colours on marketing and sales. For instance, no restaurant will have insufficient red or orange because those are the colours that make you want to eat. We don’t work on placebo effect. Which colour do you 'need' Colours have an effect even on those people who don’t believe in them. What I do is purely scientific. It is no voodoo, it is science. Colour therapy is not restricted to emotional and physical pain, I have cured people of migraine, hepatitis and by combining it with pranic healing, I’ve brought back people from the last stage of cancer!”

On a table in front of me, she then laid eight cards, each of a different colour. I was to pick one card at a time, whichever I was attracted to, and then flip it over and continue the drill with the rest of the cards. Each card had a number written on the other side, which became Rochie’s reference number. This process was to be done twice.

So I flipped each card one by one. Orange attracted me the most, green, blue and pink followed, next was the very bright yellow, and brown, black and grey were the last in my list. The second time the sequence was slightly altered. My therapist then did some math while I finally decided to look at the menu.

“You are a very emotional person and right now you are sort of emotionally distressed...” she’d begun. And as she continued, I was dumbstruck by the accuracy in her judgement of my current situation. I felt as if I had been shown a mirror, and it had reflected thoughts, which had perhaps been buried deep within me, things I never had the courage to face. She told me that I wanted to break away from personal or professional ties as they were making me unhappy. If I continued pushing myself, she warned that it could become a much larger problem. I asked her for solutions and she gave me three simple things to do for 14 days. On the eighth day itself, I could feel the difference. Today, I am more sorted and I have my priorities right. No wonder when we are sad, browns and greys seem to hold the maximum appeal and in happier times we invariably end up picking reds, purples and pinks. Try wearing a bright colour when feeling gloomy, it might surprise you by bringing that smile back! Which colour do you 'need' Colour Quotient
by Rochie Rana

For relationships:
Keep pink, purple and red close to yourself. It’s a myth that red makes you aggressive. A 100% exposure to red would make you aggressive. But red is for a very active, healthy and romantic relationship. Purple is for a very soulful relationship, I usually suggest it for couples who’ve been married really long and have lived out their sexual inclinations and are now trying to connect at a higher level.

To soothe or calm oneself:
Go for a lot of indigo and a little bit of blue. Always use only a hint of the colours; if you use a 100% blue, you are likely to feel depressed. Colours have contraindications as well. Too much of one colour can result in trouble.

Health:
Stay in the pink with green. Hospitals across the world use the colour green. It is considered as nature’s master healer. For example, if your blood pressure is low and your friend’s blood pressure is high, and if you are both exposed to green for seven minutes or more, both of your blood pressures will become normal!

For studies:
Yellow. This is the colour that increases concentration by 80%. So, if you are writing on a legal pad, chances of you remembering what you have written are 80% higher. But don’t overdo yellow, like wearing yellow, seeing yellow and writing on yellow, unless you want diarrhoea!

Physical pain:
Treat pain with green. Put some oil in a green glass bottle or cover a glass bottle with a green cellophane paper and keep it out in the sun for seven hours. This solarised oil can be used wherever there is pain for 14 days. Green is the only colour that doesn’t have side-effects. You can use as much of it as you want. You could also drink solarised water twice a day.

Prosperity and wealth:
Green, orange and purple. Technically, the colour of prosperity is green because the colour of money is green. Purple is a very good colour to bring in money as well and so is orange.

Workplace:
Yellow and orange at workplaces is good. Yellow is particularly good for people in creative jobs because it makes you think faster and think out of the box. Orange helps one push the envelope. It keeps you energised.

Combating negative thought:
If someone’s feeling negative, jealous, envious or angry, happy colours like white and purple should be used. A lot of people who have a lot of negative energy are not attracted to these colours as it repels them.

Business meetings:
If you are wearing black you are not going to get intimidated in a meeting. You would look dignified, feel confident, secure and be more assertive.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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A promise not kept

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Six years gone & STF men who killed Veerappan get nothing

When the elusive forest brigand Veerappan was shot dead by the joint Special Task Forces (STFs) of both Karnataka and Tamil Nadu on October 18, 2004, the then government had promised to reward the cops involved in this operation.

Dharam Singh, who was the Chief Minister of Karnataka at that time, had announced various incentives, including cash rewards and promotions to all the 754 Karnataka STF personnel involved in the operation. Also, he had promised to gift residential plots to brave officers at their respective district headquarters.

Now, almost six years after that incident it looks that the operation has been forgotten. The STF has been renamed Anti-Naxal Squad (ANS) and redeployed in the dense jungles of Western Ghatts. Different governments came and went, but nobody made an effort to fulfil the promise despite repeated reminders and pleas by potential beneficiaries.

Upset with the attitude of the government, some personnel resorted to legal battle. B.Venkappa Rai and D.R.Jayaswamy of Mysore, N. Jagannathan, B.K. Bhaskar and Ningappa of Bangalore filed a case in the court against the state government. Finally, the court ordered the state to sanction the plots to the petitioners. But the government didn't act. And when it continued to ignore the court order, the petitioners filed Contempt of Court petition against the state government. This time, the government acted and sanctioned residential plots to all the above petitioners. But the government can get into trouble if the rest of the personnel also approach the court. In such a situation, the government might find it difficult to provide the plots to all of them.

Therefore, it immediately swung into action and issued an order on May 17, 2010, (HD92 POP 2010). It stated that instead of giving plots to the personnel the government would give them money that is cost of the plots (Rs 510 per square-foot). Some officials said Rs 20 crore is going to be allotted for this purpose. They said the government reneged on its early promise because there is shortage of plots in urban centres across the state.

According to the promise, the personnel holding post of inspector and lower level were supposed to get 30/40 plots and those above the inspector level 60/40 plots. Some activists said the recent offer was nothing but an eyewash, for none could get a plot with the price the government has fixed as the land value has risen in the urban centres, particularly in metropolises like Bangalore. The government is trying to wash its hand off the whole issue.

Moreover, even if one goes by the price per-square-foot fixed by the government, the total amount needed is around Rs 46 crore. But, as per the order, only Rs 20 crore is going to be allocated. Is it another eyewash?

Kumar Buradikatti

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Source : IIPM Editorial, 2010.

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

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IS POP FINALLY DYING OUT

Non-film music albums, which were in vogue a few years back, have now suddenly taken a backseat. But then, who is to be blamed for this downward trend?

When was the last time you watched a music video (a pop music video) on MTV or on any other music channel for that matter? Better, when was the last time you bought a CD that had non-film Hindi music? Over the last two years, the genre of non-film music (or pop as some popularly call it) has been gaining in obscurity.

But sample this, and you hit the paradoxical digit wall: In 2009, there were as many as 30 pop albums (in Hindi) released. While music production company Tips released two pop albums, Sony and Saregama came out with three each during this period. Universal Music, however, had a comparatively better count of 16 non-film releases. Yet, the overall annual figure of pop albums is much less than what it used to be in the early years of this decade. Four years back, non-film music used to have 22-25% share of the music industry in terms of value.

Unfortunately, industry estimates suggest that this share has fallen by a good 50% as of now. Rajeeta Hemwani, VP – Content and A&R, Universal Music says, “Over the last two years, labels have completely shied away from non-film music due to the changing dynamics of the industry. Though the music industry on the whole has been on a slow track, but non-film music has taken a bigger hit than film music.”

This is completely opposite of how music labels operate in the West, with a mammoth share of 90% and above of the approximately $12 billion industry being accounted by non-film music sales (33% being digital downloads; and WalMart and Apple being the top two retailers). As per the FICCI-KPMG Media and Entertainment Industry report 2009, the size of the Indian music industry has fallen by about 12% to Rs.7.3 billion in 2008 as compared to Rs.8.3 billion in 2005. One of the primary reasons for this de-growth has been the erosion of sales of physical formats, a trend which is expected to continue in the future as well. Physical formats such as audio cassettes and compact discs, which accounted for about 87% of industry revenue in India in 2005 currently account for just 60%. What further adds to the woes of non-film music is its lackluster performance on digital front too. While film albums like Delhi6 and Singh is Kinng have easily made a few lakhs through the digital medium, collecting even a few thousands through the medium has been a tough battle for non-film music albums.

But it’s just not the falling proceeds of the music industry which is to blame for this extinction. Over the last three years, pop music has been strongly ignored by television channels and radio stations, which in turn has discouraged music labels to invest their money in pop albums. As Universal’s Hemwani points out, “Today, even the best of the pop videos with best artist gets played once or twice in a day on a music channel like MTV. We can’t expect 7-8 rotations per day of a pop video on music channels today.

If we don’t get a good air-play how can we expect these albums to get popular or even noticed for that matter.” The point raised by Hemwani is actually a result of changing business strategy of leading music channels like MTV and Channel V. Reality being the latest fad among the youth, music channels are now embracing more reality content in their programming mix at the cost of music.

Today a channel like MTV has only 20% share of music in its programming mix. Not just that, MTV has also dropped the phrase ‘Music Television’ from its logo in October 2009. Ashish Patil, GM – MTV India & Senior VP – Creative & Content says, “Dropping the ‘MUSIC TELEVISION’ tag from the logo is a big symbolic statement and finally closes the loop on the repositioning exercise MTV kicked off two years back. We were born of music, inspired by music, driven by music – but not limited by music… MTV is beyond music, beyond television.” Similarly, Channel V has just 60% of music content today. This is a significant fall compared to an 80% share that music use to have just two years ago in its programming mix.

Today music channels have less on-air time for music content and even lesser time for pop music simply because film music has a wider appeal than pop. Radio stations too don’t give significant air-play to non-film music. Thus, the non-film music content has to rely mostly on paid promotions (both on TV and radio) to get noticed. This in turn takes the marketing cost of these albums higher. That’s the reason why private albums of big singers like Mohit Chauhan (Fitoor) and Kailash Kher (Yatra), released in 2009, aren’t as popular as their previous albums. However, the good news is that the non film music has been climbing up through live events, thanks to a number music bands surfacing in the country. “Over the last two years non-film music has made significant money through events which is a good sign for the category,” says a media analyst. Industry experts too feel that this is in fact the area that will drive the growth of the non-film music category in future. Even as per the FICCI-KPMG report, “The public performance segment, with revenue of Rs.173 million in 2008, is expected to reach Rs.378 million by 2013.”

Industry experts are hopeful that with some support from TV channels and radio stations in the form of having a particular slot, non-film music could grow in future. Moreover, with new radio and TV channels getting on the block, the domination of mass music (in Indian context, films) will pave the way for niche content. Even if one or two pop music radio and TV channels go on-air, it can give the non-film music category the much needed boost.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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Summet Nair

MD, Fashion Foundation of India

My best marketing moment was when we formed the Fashion Design Council of India and started the country’s first fashion week event. I had just come back from overseas and had no knowledge about how to start the country’s first fashion show. But then, many designers who were my friends came together and we got a sponsor – Lakme. Of course, compared to today’s fashion week, we didn’t do much of marketing then, but Lakme India Fashion Week was established as a fashion week in the global market. That was indeed some achievement.

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Source : IIPM Editorial, 2010.

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

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Can you take the heat?

With a mission to foray into the energy drink market of India, cola major Coca-Cola India recently unveiled its energy drink brand Burn in India. The initiative was to connect with the trendsetting, socially active and adventurous young adults. But the connectivity might not be easy with the existence of the big daddy Red Bull. Ricardo Fort (RF), VP-Marketing, Coca-Cola India reveals his Burn game plan to 4Ps B&M and talks about Coca Cola’s future momentum in India.

4Ps B&M: What was the thought behind Burn?
RF: The characteristics of Burn are potency and energy and it’s explained by the tagline ‘Can you take the heat?’ We needed this brand to complete our product portfolio. We are the largest beverage company in the market and our portfolio is also very very wide, so we thought we should have a brand in this segment.

4Ps B&M: You are now spearheading the marketing operations of Coca Cola in India. What will be the focus areas in 2010?
RF: Innovation has always been the hallmark of Coca-Cola’s business strategy in India. And such innovations would be implemented in our marketing program also. Like with Burn, we launched Burn cars as a 360 degree integrated marketing communication involving on-ground consumer activations including experiential sampling and community marketing initiatives.

4Ps B&M: SBurn is one of your most successful offerings globally. How do you view the energy drink market in India?
RF: Internationally, Burn is one of the most successful energy drink’s from the Coca-Cola stable and globally the energy drink market is growing at 50%, specially in countries like Russia, Ukraine, France, Italy and UK. In India, it’s growing at more than 75% and its launch in India is a testament of the evolution of the ready to drink packaged beverage industry in the country. We know we have a good market for Burn.

4Ps B&M: But then why did you keep the distribution channel so limited, specially when the rival (Red Bull) is so ubiquitous?
RF: We have kept the availability of Burn very limited, it would be available only in night clubs of selected metros as our target customers are young adults. It would be made available in select premium channels and outlets in cities like Mumbai, Delhi NCR and Bangalore. We are constantly evaluating and exploring the opportunities to expand and diversify our beverage portfolio and all our initial launches would be available in selected places.

4Ps B&M: So are you following the strategy of testing waters before the pan-India launch?
RF: We are experiencing a major transformation in the way people react to brands and you need to have an innovative marketing strategy. To support a brand, first of all it should be established in its target audience and then plans should be made for a pan India launch. So for our future brand launches too, we would be first testing the market and then launch it on a pan India basis.

4Ps B&M: Coca Cola India has been growing at an astonishing 37% per annum. What are your plans to support the growing demand?
RF: We are constantly increasing capacity to support the growing demand. Almost all our products are category leaders in India. So to support the growing demand, not only the company but also the bottlers are trying to increase the capacity. Our brands like Thums up, Sprite, Limca have been leading the market and we would be enhancing the market share of these brands.

Angshuman Paul

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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Kyamovie, Kyamatch, Kyazoonga

Neetu Bhatia, Co-founder, Kyazoonga.com talks about her vision to make Kyazoonga.com a one-stop shop for ticketing solutions...

4Ps B&M: Online ticketing for sporting events is a novel concept in India. How did the idea click for you?
NB: It all began in the summer of 2006. When my brother and I wanted to go for a movie, we realised that there was not a single place where we could check out show timings and whether tickets were available or sold out. We checked with movie theaters to find out if their technical systems could be integrated with a single platform, and before we knew it, we were tying up with all cinema theater chains in the country. We began ticketing cricket once we received the first round of funding. We started with movies first as it is a year round phenomena whereas cricket is seasonal and it is only when team India is playing at home ground that one can see some frenzy. November 2007 was when we first sold online tickets for the India-Pakistan finals in Jaipur.

4Ps B&M: So do movie tickets net in more moolah or are cricketing events more lucrative?
NB: It depends on what we are selling – whether it is sports ticket that we are selling, is it cricket or some other sport. It depends upon the marketability and selling ability of a particular event. Our business model depends a lot upon the demographics and the city where the event is taking place. For instance, Mumbai has a very different buying culture than Delhi. While a customer pays because of the convenience he’s getting; the client pays because of the platform that we provide to sell his offering. So the business model varies for clients, events and situations.

4Ps B&M: What about competition from other ticketing portals like Bookmyshow.com? How do you convince customers to book with you instead?
NB: We’ve seen many competitors come and go in this market. There are very few companies around the world that are able to offer good centralised ticketing platform and can simplify complex problems. We’re not just selling tickets through our online channel, but also through retail stores where people can pay cash and buy tickets. And this is where we’ve differentiated ourselves from our competitors as in retail outlets, the customer does not has to worry about not having a debit or credit card like in the case of online transactions. Currently, we’ve 250 retail outlets and with the kind of strategic partnerships we are looking, we should be over 1,000 by the end of this year.

4Ps B&M: How has been the ticketing response to the recently concluded Hero Honda Cup?
NB: The response has been nothing less than phenomenal. We witnessed one of the largest stadiums in the country, in Mumbai, completely sold out, though it’s unfortunate that the rain wiped out the match. For the Mohali match, we were only selling high value tickets and we’ve seen encouraging response there too.

4Ps B&M: You had the online ticketing rights for IPL 2. Are you bidding for the 2010 Common Wealth Games?
NB: We’re the only sports ticketing company in the country. Everything and anything related to sports is always on our radar and Common Wealth Games are no exception. Our objective is to satisfy all needs of the Indian customer pertaining to sports and entertainment. We’ve recently tied up with a leading amusement park of the country and are also adding adventure sports like sailing in our portfolio. The idea is not just to provide convenient tickets but also to offer value added content to the customer so that we become a one-stop shop for them.

Surbhi Chawla

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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Back to the Future

“We had a very poor market share of just 4%, so brand building, finding out new target was required and for that we needed new promotion campaigns,” Rajeev Surana, CEO of OCM India Ltd. told 4Ps B&M.

A change in ownership, the subsequent image change and an additional infusion of Rs.120 million for buying new machines combined resulted in a 9% jump in OCM’s market-share during FY08. Not satisfied, the management is now concentrating on further reinforcing the brand’s salience among consumers, both in India and abroad (particularly the European, US and Middle Eastern markets) with a further planned investment of Rs.200 million only for brand building. And a strong employee base of over 1,000 (thankfully with no ‘labour unions’ among them) is relentlessly at work these days to revive the brand.

So is the dawn finally on hand for OCM? The answer to that question would perhaps be yes, as after six consecutive deplorable loss-making years, OCM made a net profit of Rs.3 million last fiscal and is targeting a higher profit forecast of Rs.9 million at the end of this fiscal. And for that they are enhancing their product portfolio with fabrics, shawls, jackets, et al, and have even brought on board the spunky Saif Ali Khan as brand ambassador. In fact, this year, OCM had a pan-India launch of its Winter Collection for the first time announcing its serious intent to the world of becoming more than just a seasonal player. “For that we needed to upgrade our manufacturing plant and now have products for the entire year,” explains Surana. To promote the same intent, OCM’s new marketing communication initiative (with Saif at its helm) hopes to beckon the consumer with the brand’s heritage, nostalgically bringing back their old jingle ‘Oh… see him’. This is in sharp contrast to many yesteryear brands, which, when they make a come back, usually change the entire promotional campaign. Onida, for example, when it made a comeback recently, it changed its age-old but hugely popular tag line ‘Neighbour’s envy, owner’s pride.’ Within the textile industry itself, when Digjam made its come back, the brand changed its entire positioning- starting from the jingle to the creative communication. However, OCM did not try this route at all and stuck to its old jingle. Brand analysts claim that the reason OCM disappeared from the market was not because of any lack of brand salience but because of financial disturbances so “it’s natural in such cases for brands to stick to their old and popular jingles. It helps consumers make a quick association. Perhaps, six months later OCM will go for a new jingle,” says brand specialist, Harish Bijoor. Other brand analysts however feel that perhaps the choice of Saif as ambassador was not a perfect choice, since the actor has recently stopped endorsing another readymade apparel brand Provogue. But marketing honchos differ. They claim that changing brand ambassadors is on an upswing these days and Saif’s previous engagement with Provogue does not disturb OCM’s brand image as the two do not address the same market.

Moreover, the company is now also paying heed to its retail presence and has further expanded its domestic retail network with 75 new direct and about 750 indirect dealers to expand its presence to 1,300 multi-brand outlets and 16 exclusive stores. Surana says that the next step now is to conquer lands beyond India, for which OCM is focusing on US, Europe and Middle Eastern markets.

But all is not hunky dory. At a time when the formal dressing market is dominated by the readymade apparel category, the challenges in front of OCM seem to loom larger. When asked about OCM’s potential foray into the readymade segment, Surana was non-committal at first, citing OCM’s strong co-relation with other apparel retail players in terms of institutional sales alignments (Pantaloon, ITC, Westside) who are into the readymade formal wear business. “Besides, we are also supplying material to government organisations like military and several other institutions,” he says.

But dig a little beneath the surface and you realise that the new management at OCM’s help is perhaps just a little jittery about status quo. Concedes Surana, “We are quietly testing waters for readymade apparels too, but only in the very premium segment.” Clearly, the bid is to transfer the premium positioning for its worsted suitings onto their readymade venture. With the Indian apparel market growing at 11% annually, for now OCM has put all its cards on the table. Whether or not WL Ross, Surana and his core team are able to make the initial efforts pay off, will depend on the market’s future fabric!

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Source : IIPM Editorial, 2010.

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

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

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NO CHEAP STRATEGY, THIS!

Sell value not cheaper brands, this is what HPCL did with its Rasoi Ghar concept

So you thought that selling to rural India means selling cheap and inferior stuff? Well, think again. A few years ago, when state-owned HPCL made its first attempt to target rural consumers, it met with resistance. The problem was two-fold. First, the fact that consumers in rural India (used to cooking on chulhas and angithis) did not really see the need to switch to LPG cylinders and secondly they did not have the purchasing power to buy a connection of LPG at Rs.1,600 and then shell the refill cost of Rs.270. Realising this gap, HPCL teamed up with rural marketing agency MART and came up with a novel idea of Rasoi Ghars to make women experience the benefits of LPG (clean, convenient and safe) and dispel myths associated with LPG. Rasoi Ghar was a strategic marketing effort of HPCL to extend LPG use throughout rural households in India.

Targeted at the Bottom of the Pyramid (BoP), Rasoi Ghar is a community kitchen set up in villages where women come to cook food. While HPCL contributes cooking stoves, LPG cylinders, utensils, cooking counter and water and appoints a woman from the Self-Help Group (SHG) as a caretaker, the local Panchayat contributes a room (10 x 10 or bigger) for the kitchen. Women bring basic materials and pay (Rs.3 for half hour) for using gas and take away cooked food home. The caretakers’ role is to collect money, order refills and keep the premises clean. BoP non users experienced the advantages of clean, convenient, safe and non-polluting LPG without having to buy a connection. Once they are satisfied, many decide to buy individual connections subsequently. Says Pradeep Kashyap, Founder, MART, “On behalf of HPCL, MART has already rolled out over 1,600 community kitchens in 2,000-plus population villages in half-a-dozen States, where women from the poorer sections can experience the convenience of cooking with LPG in a pollution-free environment.” What’s more, to address the affordability issue, HPCL introduced a 5 kg cylinder with initial connection cost of Rs.800 and a refill at Rs.95. While evaluating the Rasoi Ghar initiative in UP, NCAER found that there was 82% acceptance of Rasoi Ghar by the people, 85% users use Rasoi Ghar twice a day and 6% of the dropouts have opted for individual connections. HPCL’s strategy seems to have worked out as among the users 20% are intending to install individual LPG connection in near future. “Once all the women realise the benefit, ease, safety and health aspects of cooking on LPG and the easy finance helps them get their own connection, HPCL will uproot its fixed assets in terms of the community kitchen and move it to the next village for a similar exercise,” explains S. V. Shahni, Executive Director, HPCL. What’s more, rural women who have saved time by using these kitchens utilise in productive activities, better child care, domestic chores and have more leisure time at hand. Encouraged by the success, Ministry of Petroleum has also put together a proposal to open around 80,000 Rasoi Ghars across the country.

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Source : IIPM Editorial, 2010.

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

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Despite the dilemma, which the industry is facing, aviation stocks seem to have suddenly caught the fancy of investors.

Ratan Lal Bhagat questions this big run-up in Indian skies...

“I invest my money in stocks which give me good returns, irrespective of the company or the sector. If the market is optimistic on the future of the aviation sector, then I won’t hesitate in investing in it, even if the sector has been in bad shape for quite some time now,” avers Lalit Ahuja, a former employee of Indiabulls Securities and now a businessman, who still has a hawk eye on the stock market.

Even Prakash Bhatt, an avid day trader, believes in somewhat same philosophy. “As the economic recovery gathers steam, I feel that the Indian aviation sector might bounce back in no time. In fact, I have made some really good money trading in stocks of domestic aviation companies during the last one month,” he tells 4Ps B&M.

No doubt, investors like Lalit and Prakash are well aware of the fact that investment in the share market is certainly a big gamble (What else would you call Sensex’s roller coaster ride from 21,000 points to 8,000 and then back to over 17,000?). They know it’s the right acumen with proper market study and projection that becomes imperative before one dishes out his hard earned pennies on any stock. But even then they are betting big on the Indian bourses, particularly, on the stocks of domestic airline companies, which are in a financial mess at the moment. And, it’s not just the two of them. In fact, there are thousands, or rather say millions of such Lalits and Prakashs who are busy reaping profits by investing their hard earned cash in the stocks of the domestic aviation companies.

And why not? In the last one month alone, the stock prices of almost all the domestic aviators including Vijay Mallya’s Kingfisher Airlines, Naresh Goyal’s Jet Airways, or even for that matter SpiceJet, the budget carrier financially backed by US-based billionaire Wilbur Ross, have all moved up a whopping 23-66% (Interestingly, the benchmark index Sensex merely rose by 4% during the same period). What’s more? The rally has been accompanied by an over 300% increase in trading volumes of each of these listed stocks. So what is it that makes the stocks of these domestic aviators a perfect catch?

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Source : IIPM Editorial, 2010.

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

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SLOWDOWN? OR SHOWDOWN?

When slowdown comes as a blessing, what do you call it? Showdown? Shoppers Stop is one entity that took quick advantage of the bad times

The slowdown fever has even forced the country’s first departmental store – Shopper’s Stop to resort to many changes. And such changes (or ‘adjustments’ as it prefers to call it) range from financial policies to distribution practices. Changes, adjustments or whatever else you may call it, but these most recent moves have really been helping this retailer during times of slowdown. Sure enough, investors too have been particularly pleased with the changes, as during the past 10 months (till September 2009), Shoppers Stop gave back investors a massive return of 68%.

So, was the massive logo change exercise undertaken during 2008, a part of the combat strategy against the slowdown? Question senior officials at Shoppers Stop on this, and all they deny the fact that the move came about as a consequence of recession. Rather, they claim, it was a shift in focus to transform itself into a gen-next brand. But as the financial tale goes, before the year 2008 began, the company had incurred losses during Q2 & Q3, 2007-08. The respective figures stood at Rs.25.6 million & Rs.256 million. Apparently, the slowdown fever that gripped this retail giant forced it to undertake immediate and radical alterations in structure and brand policies to bounce back.

“We thought, we should convey the message of what we have achieved and how we are unique in providing our customers the best of shopping experience. Therefore, if truth be told, the logo change was not due to the slowdown,” B. S. Nagesh, MD, Shoppers Stop told this magazine. Then there was also a change in positioning that was undertaken, doubled-up with a merchandise revamp and increase in retail penetration. This year saw Shoppers Stop do it all. And it did help the group. As compared to just a year back, the decline in same store sales (SSS) for August 2009 was a small 2.5%, an improved figure as compared to the 7.5% decline in June 2009. Losses from other formats such as Crossword, Mothercare and HomeStop have also declined and most of them are nearing break-even levels. Sources in the company also confirm that by 2010, these new formats would start contributing positively to the company’s earnings. Sure enough, the slowdown seems to have come as a blessing in disguise in more ways than one. Here’s a first-hand confession from Nagesh – “There’s a real-estate problem, which all the retail players have to face, but we as a group, came up with strategies that will help us to cash in on the threats,” explains Nagesh. Not a hollow boast, as during 2009, Shoppers Stop has been able to renegotiate new properties at lower rentals, which helped lower its debt burden. Slowdown times? Really? What slowdown?

Angshuman Paul

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Source : IIPM Editorial, 2010.

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

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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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The movers...

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l Viadeo, one of the world’s largest business and social networks, has announced the appointment of Yogesh Bansal, Founder & CEO ApnaCircle on the Board of Directors. The move has strategic importance considering the growing interest of Viadeo in the Indian market. ApnaCircle, founded by yogesh, was merged with Viadeo as the latter’s Global strategy of thinking global while acting local.

l Google India has appointed Nikhil Rungta as Head of Marketing. Nikhil will be based out of Google’s Bangalore office and will be responsible for driving the strategy and execution of all marketing efforts to support Google’s sales verticals, products and partnerships in India. With over 12 years of experience in sales and marketing, Nikhil brings on board the perfect combination of industry knowledge and thorough understanding of the consumer market in India. Prior to joining Google India, Nikhil was associated with Yatra.com as its Marketing Head. l Pearl Uppal, Director-Sales, Yahoo! India has called it a day and put in her papers. It is believed that Pearl will join an online retail venture as its co-founder and CEO.

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Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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Drops or strands? Joy or happiness?

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what’s the point in re-launching a product if the basic tagline is reminiscent of a brand belonging to an altogether different category? Top Ramen, once touted as an intense competition to Nestle’s Maggi, has adopted a fresh communication strategy and a new positioning. It has launched an ad campaign, ‘Little strands of happiness.’ And if you think the punchline is familiar, you’re right. With a striking similarity with Coca Cola’s ‘Little drops of joy,’ Top Ramen certainly loses here on score of originality. “This shows the haste with which Top Ramen wanted to re-launch itself, maybe because of Maggi’s latest ‘Me & Meri Maggi’ campaign,” avers a brand analyst. Even Tata DoCoMo, while initiating its telecom services in India, launched the ‘Do the new’ campaign, which seemed ‘inspired’ by Mountain Dew’s ‘Do the dew’ line. Do we really need to say more?

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Source : IIPM Editorial, 2010.

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

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“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
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No doubt, they represent one of the most fascinating business phenomena in today’s world. But then, managing a corporate brand is really that simple as it appears?

David Aaker
Vice-Chairman of Prophet, Professor Emeritus of UC Berkeley

A corporate brand is definitely a powerful option to lead the charge in the marketplace. Products and services are hard to differentiate as it’s often difficult for them to communicate in a cluttered media environment and without any exceptional feature they can be quickly copied. A corporate brand, on the other hand, is unique because it represents people, programs, values and heritage. However, there are some challenges to face when it comes to manage the brand.

Well, the foremost is to maintain the relevance of the brand. What business is the firm in? What product scope is associated with the firm? In what product arenas does it have credibility? For what problems is the brand a solution? The corporate brand boundaries directly affect the relevance span and its potential to extend into new product-markets. So, changing a corporate brand is like turning a large ocean liner – it turns slowly and uses a lot of energy doing so. It requires not only new strategies but also a new image. The difficulties that Xerox and Kodak have had in past rest on their strong associations with copiers and cameras. In both cases they have struggled to enter the broader world in which digital imaging systems are dominant.

Second challenge is in terms of creating value propositions. Too many corporate brands in effect have no value proposition. They are simply large, stable firms that can be trusted to deliver adequate products and services but with no point of distinction. Such a corporate brand is vulnerable. A corporate brand will work best only when it delivers a benefit. It could be a functional benefit based on its strategy. Dell with its direct model generated explicit benefits that included customisation and access to the latest technology. It could also be an emotional or self-expressive benefit.

Further, the risk in leveraging a corporate brand is that the resulting brand equity and the businesses on which it rests are vulnerable to visible negatives. However, when a controversy arises, the accepted best practice, when possible, is to admit the wrong doing or at least admit that there is a problem and immediately provide a visible fix. For instance, Johnson & Johnson, when faced allegations with regards to the tapering with the package of its Tylenol brand, it immediately pulled the affected packaging from the market and designed a new package. The impact of this action has lingered for well over a decade.

The challenge is also to manage the brand in different contexts. For instance, the GE brand needs to fight the fight in jet engines, appliances and in financial services with GE Capital. How can one brand, particularly a corporate brand accomplish that multi-task? One answer is that the brand identity needs to be adapted to each context so it can win the day. So innovation at GE Appliance might be a bit interpretation than innovation in GE Capital. If that is not enough, it might be necessary to augment the identity for a context. Perhaps, GE Jet Engines have a technology dimension not seen in the other GE business units.

One can even face a challenge in making the brand identity emerge. The brand might start with an image but will want to move that image toward a band identity – a set of aspirational associations for the corporate brand to perform its assigned roles. For that to happen, the brand identity needs to be developed, which depends answers to the questions like: What the corporation can deliver? What will be credible given their current erceptions to actually develop and deliver meaningful programs? What will resonate with customers?

The final challenge that one faces in managing a corporate brand is – when to leverage the brand? In contexts involving service, such as retailing or financial services, corporate brands in driver roles will often be compelling because organisational associations such as concern for customer service, being friendly, and being efficient are more likely to be the basis for customer loyalty. However, the corporate brand is not always well suited for being a product master brand. In general, the corporate brand will be unlikely to be helpful for new products when it is too associated with one product class, when it lacks a relevant value proposition because its equity is not applicable, or when it has negative associations. In those cases the option is usually to create a new brand and consider using the corporate brand as an endorser role.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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

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

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