Showing posts with label 4Ps Business and Marketing. Show all posts
Showing posts with label 4Ps Business and Marketing. Show all posts

Wednesday, September 04, 2013

Sit-in to stand upright - IIPM Editorial

It would not be wrong to acknowledge that Industrial Relations as a concept largely emerged during the Industrial Revolution in the 1790s. There were social and political effects of the revolution, as it not only affected the economy but also created certain social and political implications, which in turn paved the way for trade unionism.[1] The Industrial Revolution led to concentration of population in big towns because factories and other business establishments were located there. This gave birth to housing problem. Even today, numerous workers continue to live in slum areas in major industrial towns. People from villages came to the towns in search of employment. Their close ties with the village, land and family were broken. The Industrial Revolution created conditions under which workers aimed at material progress by working in factories. This led to disintegration of joint family system.
The Industrial Revolution gave birth to two classes – capitalists and workers. There was economic inequality between the rich and poor. Gradually, class consciousness creeped in the minds of workers and they organised themselves in the form of unions to fight for their economic, social and political rights. Click here to read more..

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Friday, July 26, 2013

The change leader!

The learning event by MTHR, Global on ‘Nurturing Geniuses: HR, the Change Leader’ was held on July 21, 2012, in association with BSE Institute Ltd., Mumbai at the historic Bombay Stock Exchange auditorium.

MTHR Global is a not-for-profit HR community powered by six HR professionals – Mr. Rajesh Kamath, Principal Consultant – L&D, Cerebrus Consultants; Mr. Ashish Gakrey, Senior Manager, Capgemini India; Mr. Vipul Agarwal, Director, Zend Consulting Services; Mr. Rajesh Gupta, DGM – Human Capital, Future Generali India Life Insurance; Ms. Preeti Malhotra, Practice Head, Great Place to Work® Institute; Mr. Keyur Jani, DM – HR, Deloitte.

Ms. Smriti Dalvi, MD, Florista India shared with the audience how her life as a senior software professional underwent a dramatic change. She decided to turn an entrepreneur after she realised that recipients of gifted flowers wanted better services.

An interaction with change guru, Mr. Alok Kejriwal, CEO Games2Win, was much appreciated as he narrated his encounters with failure and success. Another session ‘HR the Change Leader’ by Mr. Alex Rajan, Director – HR, Pfizer India, highlighted how life begins at the end of one’s comfort zone. Click here to read more...

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Wednesday, March 13, 2013

In this economic crisis, corporate training budgets are being tightened

Sometimes, economic crisis is the mother of great invention. This is the opportunity; training and development programmes are a costly investment which will yield rich dividends in the long run.

After analysing working trends of corporate training organisations and how they react to various economic conditions, it is important to be well-equipped with soft skills and hard skills. Our education system can be made effective if the road that we take from school to professional courses is not all theoretical and technical, but also focusses on the holistic development of an individual.

We forget to develop one’s personality to survive and grow in any industry. Today the mantra is team work, so it should be remembered that along with handling machines and issues or numbers, equal amount of attention should be paid to people training programmes or soft skills, which include techniques and methods of developing effective interpersonal skills.

Although soft skills are important for people in any profession, they are of utmost importance to the managers. This is the reason why some of the top MBA institutes have added soft skills as a special course in their MBA and PGDM programmes. But this change has to start from the grass roots level – from school to professional world. As Harvey Ullman says anyone who stops learning is old, whether this happens at 20 or 80. Anyone who keeps on learning not only remains young, but constantly becomes more valuable regardless of physical capacity.

Today, technical and behavioural skills go hand in hand therefore, it is not possible for anyone to overlook these skills. It is not just important how effectively a manager can achieve his targets, but it is equally important how effective he is in managing people. Click here to read more....

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Wednesday, February 06, 2013

You teach, but do they learn?

Q. You once mentioned before the parliament of Sweden that children learn in different ways, but we teach them in just one. How can teachers learn to teach in more than one way?
A. We cannot teach everyone in the same way. Different students have different interests, so we needto reorganise classrooms to deal with the differences. A traditional classroom follows the model of the holy book, where teachers teach the Bible, or another sacred text such as, the Quran. The basic model is that everyone learns one thing in one way. But when it comes to learning, students learn in different ways based on different goals, values and interests. For effective learning, teachers should be trained to work with their students’ varied interests.

Q. How can the faculty prepare for such a change? What can be the top challenges in doing so?
A. There are many challenges. In the traditional model, students – who learn in different ways and for different causes – are taught in one way and those who do not learn well in that system are considered as failures. This model ends up effectively educating only 25 per cent of students. We fail to educate 100 per cent students because we are unable to engage their interests and ways of learning. In such a scenario, teachers and schools can help students find the ways they can learn effectively. These methods can then be adopted by the institution. This new approach calls for teachers to be more dynamic and flexible, so that they can engage multiple students developing along different pathways and teach them to read, write, think scientifically and the basic skills important for success in the 21st century. Teachers need to help each student understand how he or she learns effectively instead of teaching everyone in the same way. Click here to read more..

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Monday, January 14, 2013

Foreign institutes are becoming increasingly popular because of the wide spectrum of courses they offer, as there is a growing demand for those skill sets.

Q. Where do Indian universities stand in terms of academia and curriculum compared with European and American universities?
A. The education provided in India is comparable to some of the best in the world. However, unlike in India, the curriculum development of universities abroad is in sync with the industry needs and global development. At Leeds Metropolitan University, there is a strong emphasis on internationalisation of the curriculum so that the learning of students can be easily transferred across borders. For this we also provide them opportunities outside the classroom, such as volunteering across the world.

Q. How important are infrastructure and teaching tools for training and learning?
A. In my experience, they are one of the most important parameters for the success of a student. In the United Kingdom, we are constantly assessed for the quality of our infrastructure, and have taken great care for the same.

For example, our libraries are open 24x7 and we get 1.5 million visits per year to our libraries. Almost 99 per cent of the material available in the library is also available electronically. Our library has held the government’s Customer Service Excellence standard for over 10 years (awarded in 2001).

Our sports facilities are amongst the best in the United Kingdom, and the Chinese Olympic Committee used Leeds as their first-ever European training base. This has given students great learning opportunities. This is how great facilities can be linked with a great learning experience. Click here to read full interview..

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Friday, January 11, 2013

Developing a new breed of CXO leaders

The current state of flux in the world has resulted in increased expectations from CXOs. The stress of taking business to the next level has surfaced a need within companies to follow the best practices in developing these leaders so that they can learn how to future-proof organisations, create the next level of leaders and effectively leverage the power and authority of the CXO position. From Jack Welch to Steve Jobs and Bill Gates to MS Dhoni, the corporate world struggles to understand the essence of successful leadership. In the context of ambiguity and economic uncertainty, accelerated development of leaders in organisations across India is a key requirement for future growth. C-suite leaders play a crucial role in designing the growth of organisations. The CXO role goes beyond the basics of people management, technical expertise and business knowledge to encompass the mantle of a visionary and strategist. The expectations are not just to lead the business and sustain performance but essentially create leaders and take the organisation to the next level of growth.

How do you develop leaders at the CXO level? What are the experiences and developmental needs that have to be met to future proof them? What are the best practices in organisations, which have a history of grooming great leaders internally? Are there any practices specific to India? In a bid to find the answers, Strategic Human Resources Management (SHRM) in India in collaboration with the Great Place to Work Research Institute® conducted the study on ‘Best Practices and Emerging Trends in CXO Development.’ Click here to read more...

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Thursday, December 06, 2012

Turnaround situations can fail if HR management is not taken as a strategic issue to look into.

The second aspect is about the leader’s role. In the Indian context, people look up to leaders as a head of the institution, which sometimes, is considered as a family. He is expected to layout the future path, clear doubts, hear with an open mind and give a thoughtful ear to employee feedback and suggestions.

We, at NCR, have gone through turnaround situations which can be a business transformation, mergers and acquisitions or demergers. We also use this process to implement any new process and systems which require behavioural or cultural change, for example implementing an HR-shared services model.

In every scenario, a core project team is created which is a cross functional team and these teams are responsible for working on all aspects of the change much in advance.

In some cases, if it is a critical aspect where HR needs deeper insights in to issues like benefits or retention, etc, then a sub-team is formed to deep dive and recommend solutions for it.

This cross functional team is not just limited to strategise but also to implement the entire change process. As a standard policy at NCR, every team member needs to sign a non-disclosure agreement till the project is successfully completed or made public.

The author is India HR Head at NCR Corporation with 14 years of experience in different industries-ranging from manufacturing, process industry, and IT services. Before joining NCR, he had worked with IBM India as GM HR, Hyderabad, where he managed the HR function for 8,000 employees and 350 managers. He has been been responsible for providing HR leadership and strategy and taking HR initiatives and processes in addition to having good exposure for a wide range of HR verticals such as staffing, performance management, learning & development etc. At NCR, he is responsible for leading the HR function at country level and is responsible for driving the essential HR transformation and change management functions in the region. He specialises in business partnership, org wide leadership development, HR risk management, HR consulting, OD & change management. Read more..

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Monday, November 26, 2012

Importance of communication and feedback

The organisation’s willingness, desire and ability to implement change are the key to its success. During times of change, employees at various levels are exposed to the vagaries of rumours and incorrect representation of the information, etc. These have a debilitating effect on the employees, and the organisation, at large. The effects include low motivation, a demoralised team and drop in productivity levels. Our experience shows, communication should be a mix of top-down and bottom-up approach.

Owing to its closeness with employees, HR understands the impact of change on them, and hence can bring in suitable framework and initiatives. At Virtusa, there is a communication framework ‘VIRCOMM’ which is a structured, calendarised and theme based two-way communication flow. This approach helps in getting a real time feedback from the employees and to clarify any ambiguity in their minds.

Like communication, timely feedback from employees and its resolutions play an important role. Staff feedback needs to be put to action and well communicated for employees to sense the organisation’s responsibility. At Virtusa, Global Team Member Survey (GTMS) is an initiative where feedback is collected in a structured manner and action plans are drawn collaboratively by employee volunteers and leadership sponsors. This ensures transparent approach to handling change.

Change is the only constant and every organisation, at some point, will be impacted by it. Anticipation and overcoming the effects of change through a planned approach can ensure people’s involvement, motivation and focus in supporting growth and success.Read more...

Thursday, November 22, 2012

Reputation is a critical factor

Q. What are the focus areas for a CEO to help HR develop an effective business-oriented plan?
Timothy: The CEO must involve HR early in discussions regarding the strategy. HR needs to understand requirements and advise on any people/organisational issue which may impact the delivery of the strategy. These include a number of factors relating to resourcing, employee engagement, employment legislation, development, etc.

Q. How do you see HR contributing to the shareholder value?
Timothy: The key influence HR has in this area is strategic resourcing – ensuring the right people are in the right roles at the right time. The CEO needs to ensure that HR and the hiring community are aware of the critical targets so that HR and the hiring managers can work together to either recruit or develop the workforce to the required level. This includes immediate resourcing but also encompasses the broader areas of talent management and succession planning.

Q. Please share an instance when HR understood the requirements of a crisis and delivered.
Timothy: When a customer raised the level of work required and the resources were not in place to meet the request, HR was able to partner the business managers and engage the additional resource to the client’s satisfaction without compromising on the delivery.

Q. What restricts companies from having an outstanding employer brand? How can the leadership and HR work towards it?
Timothy: Reputation is a critical factor in establishing an outstanding employer brand. While many factors such as remuneration package, culture, training and development contribute to it, they fall away if the reputation perceived by employees, customers and suppliers is different. The basic role of leadership and HR demands that a competitive package is in place and leverage on any advantage other organisations might not have. HR should also check and report to the leadership the status of employee satisfaction. It can do this through employee surveys and exit interviews. HR should also make recommendations on improvements to enhance employer brand.
Read more..

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Thursday, November 01, 2012

The HR department has always played a vital role in an organisation, but how effective is its role as a strategic business partner, asks Sanghamitra Khan

A CEO wants the HR to be its strategic business partner. But, it has been indicated in several studies that there is a gap between the CEO’s expectations and what the HR department delivers. According to a US-based study, between 1998 and 2007, the HR’s impact on company strategy has not increased. After talks about the HR being strategic partner for nearly two decades, it is yet to get a seat at the ‘table’ where important business decisions are made. HR has a long way to go before it contributes to the corporate discussion about products, strategy and customers.

What could have been the probable reasons for such a condition? As per Geoffrey Matthews, VP – HR Strategy & Organisational Development, Merck Serono, the HR is not in the same frame of reference of executives. It has been found that the executives and the HR do not speak the same language and thus fail to be on the same page. The HR waits to be asked to contribute, making it difficult to demonstrate its effective contribution to the business. Here lies its failure to register as a key partner. Such a scenario calls for fast and effective action from the HR.

First, the HR needs to allot its time in understanding the business along with its investment in HR administrative tasks. The department also needs to understand what is on his CEO’s mind and whether it is performing to match his standard. The main areas of concern for CEOs in the current scheme of things have to be understood and the HR has to successfully contribute to those areas. HR has to inculcate the skills that can help it understand the roles its management has in the business. Ability to understand business needs is the basic requirement for developing any strong and flourishing business. So, the HR needs to understand this from the beginning.

Second, HR needs to effectively communicate its contributions, and for that it has to make its argument in business terms – not in human resources terms. HR needs to recognise the difference between the language used by it and that of business executives. Some executives say HR language consists of soft terminology and irrelevant wording which lacks measurement. Click here to read more...

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Wednesday, May 16, 2012

Brands as Real Estate Boosters

The shift towards branding in the real estate industry is helping developers log an increase in sales on the back of a relationship built on trust, transparency and timely delivery of projects.

Recently, Ackruti City Ltd., a real estate company with a 30-year track record of delivering real estate projects in Mumbai, changed its name to Hubtown Ltd. The name change was done as part of the company’s rebranding exercise and to better reflect its growing capabilities and delivery standards. In fact, recent years have seen a lot of builders and developers becoming very serious about creating a positive image about their company through brand building. A lot of this change has to do with the changing profile of property-buying consumers today who have evolved into more discernible buyers, especially in matters of big ticket purchases like automobiles and homes.

With consumers becoming smart and looking for differentiated products, it has become all the more important for real estate players to go in for effective branding and marketing. Engaging in marketing and brand building helps real estate firms to attract new business, retain old business and build up a good reputation. As such real estate players are resorting to various branding activities by way of advertising, PR, participation in property exhibitions in India and abroad and making their presence felt on social media network sites.

As building a brand is all about gaining the trust of prospective customers and the industry alike, the route to branding for a real estate developer has to start and end with ‘customer satisfaction’. “Conducting your business in a transparent manner, adhering to timely delivery, ensuring a smooth transition to a registered housing society, all this helps in earning the faith of the customer, which creates awareness in a positive manner about your brand, resulting in sales increase,” says Diipesh Bhagtani, Director, Jaycee Homes. As real estate is a capital asset and a lifetime investment for most home buyers, building a brand in the real estate space is different as compared to other businesses and depends upon a number of factors. The city where the project is located, the locality in the city, amenities provided by the project, timely delivery by developer and possession to the customer are some key factors that a developer needs to look into in order to build trust for his brand and his company. “A developer who manages to provide these to a customer is able to build trust among home buyers in that particular city that he has operations in, thereby enhancing his image not only among customers but among his peers as well,” says Bhagtani.

Agrees Navin Raheja, Chairman and Managing Director, Raheja Developers Ltd. “Yes, branding and promotion are extremely important. However, the biggest branding is your work.” If a developer delivers a project on time and as per the committed quality, his work alone serves as his biggest branding and helps attract a large referral business.

So does a good brand image influence the buyer to choose the right property over other competitors or is it just the project that matters? A good brand image can pull the buyer in, but unless the product is intrinsically good, a sale will not be consummated. Like in all other industries, the product (or project) is the focal point, and if it appeals to the consumer, sales will happen. But, yes, the branding can ensure that the consumer at least considers/evaluates the project. “While earlier most real estate developers were only content with advertising their projects, a new breed of developers, especially those that have a pan-India presence, have realised the importance of branding and are concentrating on brand building exercises,” says Kaustuv Roy, Executive Director, Cushman & Wakefield.

Branding has also emerged as an important selling tool in these days of depressed market conditions. Developers are adapting to the changing environment by re-strategizing innovative business & marketing plans, thereby increasing profit margins. Today, developers are tying up with internationally renowned architects for their projects, thus bringing to the table international technology along with quality construction, resulting in faster deliverable time. This results in more sales within a shorter period, increasing cash flows and reduced borrowing costs for developers. “We do find real estate developers having multiple strategies which can be a mix of tying up with globally acclaimed architects, celebrities, sponsorship of sports and similar such exercises,” says Roy. Not only that, industry experts firmly believe that there’s a strong correlation between branding and stock-market listing. While earlier very few developers were listed, today we have a handful of them trading on the bourses. “Indirectly, branding may be leading to greater transparency in the real estate industry since we expect at some point of time in the future all the large developers to be listed,” adds Roy.

According to Niranjan Hiranandani, Managing Director, Hiranandani Constructions, “Branded real estate products should be able to live up to the expectations of end-buyers in terms of offering a world class qualitative product.” Industry experts point out that though the expectations from branded real estate firms are higher, most of them are able to command a premium owing to their superior quality of products. Customers don’t mind paying a premium for a good brand. “We, at Jaycee Homes, charge 10% higher than other developers for the premium quality we deliver,” says Bhagtani.

Developers are also branding themselves according to their core specializations. For instance, a developer promotes itself as a company which creates a lot of green spaces; some other developer promotes his company for building low-cost housing. This way, a lot of developers have taken to branding on the virtue of what the company specializes in.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

Wednesday, April 18, 2012

DECODING THE WORLD’S HOTTEST CONSUMER MARKET

The last year was a tough one for consumer marketers in India. The party spoilers were spiralling inflation, rising input costs and reluctant buyers plagued with twin uncertainties from having less money in their pockets and weak market sentiments. This year, though, promises to be different with various global consumer surveys indicating that the Indian consumer remains one of the most confident across the world as far as his/her future personal finances are concerned. Many of these surveys also point out that the Indian consumer intends to increase spending activities across consumer categories this year. But what is the average Indian consumer thinking? Will he buy more? why will he buy and from whom will he buy? 4Ps B&M and ICMR team up to crack the life and buying style of the urban Indian consumer in 2012 and beyond.

Henry Ford had once remarked, “If I asked my customers what they want, they simply would have said ‘a faster horse’”. He meant to say that consumers simply do not know what they want.

But that was almost a century ago. Consumers, markets and marketers have acquired a different life since then. Geographic boundaries have blurred and information is now available on a click. Like the global consumer, the Indian consumer has not only become king over the two decades since liberalisation, but has gotten very vocal about it too. Ask him to describe his needs today and he will wax eloquent for hours about what he likes, what he doesn’t like, what makes him happy and what doesn’t, what he is wishing for and even what he feels he should have wished for. So now when consumers talk, marketers listen. And listen very carefully at that.

It is this listening to the voices of consumers that has given marketers bestseller ideas for the Indian market – be it fairness creams for men, dust-free keypads for mobile phones, vegetarian pizzas, agricultural tips on SMS or the ‘cash on delivery’ model devised by e-commerce websites to address the traditional Indian paranoia over virtual buying.

Today, more marketers – both Indian and global – want a generous pie of India’s domestic consumption base of $827.9 billion, which translated into 49% of the nation’s total GDP of $1.7 trillion at the end of 2011 (even ahead in percentage terms of China’s 32% consumption share out of a total GDP of $6,476.2 billion). India is a top priority market in the future plans of almost every global company. But getting to know the heterogeneous and diverse Indian consumer is no mean feat, especially in a dynamic socio-economic environment, where what was a novelty until yesterday is quickly consigned to the dustbins of history the next day.

The annual 4Ps B&M and ICMR Consumer Compendium is our effort towards understanding the Indian consumer’s mindset, figuring out his buying motives and also getting a handle on what he is contemplating next and why. Our cover lead over the next few pages attempts to collate and communicate the big takeaways on consumer attitudes and behaviour from our survey spanning key product categories including consumer durables, electronics, automobiles, banking & finance, and online buying. Our series this year attempts to unravel the intricate mysteries of the urban, educated consumer’s mind and mindsets.

For now, as marketers get ready to launch their marketing blitzkriegs into 2012, we urge them to keep the results of the 4Ps B&M and ICMR Annual Consumer Compendium handy. Who knows, which consumer insight may help conjure up that path-breaking strategy that will help you get closer to your individual marketing goals.

They love comparing apples to apples

Here’s a nugget for marketers of consumer electronics like laptops, tablets and camcorders – the front-end experience at the store plays a vital role in your brand’s popularity. Nearly three-fourth of our survey’s respondents said that the front-end experience at showrooms was very important as they prefer that the staff answers their queries regarding tech-purchases properly.

A majority (almost 59%) also said that they prefer buying electronic items from multi-brand outlets and other channels rather than eponymous brand stores, as it gives them the option to compare available brands and prices under the same roof. Subrata Dutta, MD, Samsonite India, is not a technology buff and is therefore more comfortable buying from a multi-brand outlet. “I prefer buying from the multi-brand outlets as I can compare and get to touch and feel the other options available at the same price points. In many situations, the salesmen at the counter and the info they give play a role in what I eventually buy,” he told 4Ps B&M. Guess it’s time to dish out more resources towards educating the ubiquitous store salesmen then.

Here’s another interesting takeaway for electronics marketers. Consumers really do not care whether you have a swashbuckling Sachin Tendulkar or a pouting Kareena Kapoor endorsing your technology-savvy products. A majority of respondents surveyed (52%) said that they buy electronics items because they have a need and they choose particular brands because of ‘features’ that the product boasts of.

As opposed to the multi-million dollar marketing budgets of consumer electronics companies, only about 11% of respondents said that advertisements played any influence over their purchase decisions. Instead, about 27% respondents said that they relied on the Internet when it comes to gaining credible information about electronics that they intend to purchase. For another 15% respondents, friends were a vital source of information on electronic purchases.

The writing on the wall is clear. Instead of pushing a bulk of your marketing spends on buying TV spots and getting celebs on board, there is a need to expand the digital presence of your brand to keep alive the ever-wandering consumer interest in your brand.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

Tuesday, March 27, 2012

Foreword for Indian Power Brands

The world’s largest democracy continues its GDP growth at about 8 per cent. A robust growth trajectory has made 1.2 billion people boast of a stable annual growth rate, rising foreign exchange reserves and booming capital markets. The growth story seems to be on a roll indeed, and Indian PowerBrands depicts the extraordinary journey in its one-of-a-kind initiative exemplifying the most powerful brands in India run by the most influential icons to take on and beat their competitors. The ideology further augments the brands’ identity, stability, sustainability as well its credibility. The abundance of the number of domestic companies and rising multinational corporations with a truck-load of brands for consumers to choose from has enhanced the quality of the business environment in India, it has constantly changed nonetheless keeping up with the times in recent years. The strong fundamentals underlying the Indian brand-value make it an obvious choice for investors all over the world, we are the world’s second largest market after all, so why not? There is ample reason for India’s viability as a destination for foreign investment as we live in the times of numerous overseas powerhouses still entering our economic borders. The brand-o-nomics highlight the above, we are talking about higher disposable incomes, an emerging middle-class, a low cost competitive workforce, investment friendly policies and a progressive reform process, and all contribute towards India being the appropriate choice for investors. Indian PowerBrands is a holistic effort to spell out the strength of India Inc. and define the Indian global superpowers of the future.

Overseas investors are still looking at our nation as an attractive investment destination owing to the prospects of high returns. A number of multinational corporations and overseas companies from all over the world have established businesses in India and have expanded over the years. We have witnessed a number of success stories - both Indian and multinational firms have registered higher profits, increased turnover and higher sales over the years. This has induced them to reinvest profits and inject fresh capital into their processes in order to reap the benefits of the Indian growth phenomenon. Investments have been made by corporations across the board and all the sectors have seen inflow of funds. Global players such as Ford, LG Electronics, Samsung, Sony, Amway, Tupperware, PepsiCo, McDonald’s, Oracle, Vodafone, and Nokia among others have benefited from their operations in India and have made expansion plans for the country. The companies plan to expand by way of product diversification, setting up a manufacturing base in India, increasing the existing production capacity, establishing research centres amongst other methods. A brand is always at the center of a company’s interest, managing a brand is not just a matter of putting theories into practice, but an art with a cutting-edge marketability, the paramount importance to the success of the company. This extensive research driven project delivers an array of brand value, brand perception, and brand resonance.

In India, the balance of trade – exports to imports – is higher than what the nation has recorded in recent years, which is only made possible by the marketability of these powerful brands. This phenomenal fact comes from the Government’s viable norm of encouraging the set-up of manufacturing plants and R&D centres along with a sales-wing, formulating an attractive special economic zone (SEZ) platform. Today India officially exports BMW vehicles and parts, Hewlett Packard notebooks, Nokia handsets, Sony electronics to name a few, which is merely a handful of what the list actually comprises of.

Our nation’s brand-economy has strong fundamentals and is host to several eminent global corporate giants that are leaders in their respective fields. The nation has grown to become a trillion dollar plus economy with a largely self-sufficient agricultural sector, a diversified industrial base, and a stable financial and services sector. India looks to the future with confidence of meeting the domestic and international challenges to fast and inclusive growth. Even during the global recession, our nation remained among the top 3 investment destinations. Few nations have the growth potential that India already enjoys, inevitably becoming a land of opportunities. The track record of these Indian companies on the global arena has further strengthened that confidence. I would like to congratulate Marcom on the initiative that they have taken to showcase these Indian companies that have scripted the Indian success story to the world!

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Source : IIPM Editorial, 2012
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Thursday, February 16, 2012

This one isn’t for Adrenaline Addicts. This is seriously social.

In a country where even the most basic of awareness on health-related matters is extremely low, campaigns like saathi bachpan ke are important

I remember my mother’s prayers and they have always followed me. They have clung to me all my life ~ Abraham Lincoln

It is easy to understand why TV viewers don’t usually rate an ad that promotes any social cause under the Sun a “5-on-5”. Non-exciting frames, pre-imagined set locations, conclusions which are no different that what can be forecasted by a toddler et al, suck the excitement out of every TVC that comes with a message to make society cleaner and healthier. True. But it is the bundle of emotions that make these ads worth the efforts. And many-a-time, winners. The effort this time comes from the national alliance christened ‘Saathi Bachpan Ke’ (‘Friends of Childhood’ in Hindi; the outfit shares its name with the title of the ad-campaign and was formally launched on March 22, 2010 – World Water Day – by Timothy J. Roemer, the US Ambassador to India), established by the US AID/India-funded Market-Based Partnerships for Health (MBPH) Project, that has diverse partners from both the public and private spheres (including NGOs, research and media agencies and other public health organisations) working to help improve child health by reducing incidences of diarrhoeal diseases in children under five by promoting simple and effective practices of washing hands with soap, consumption of clean drinking water and oral rehydration salts (ORS) therapy. Says Ajay Sharma, Director, McCann Momentum (one of the agencies which is helping to promote the campaign in India) to 4Ps B&M, “Saathi Bachpan Ke is a diarrhoea management programme, focused on children below the age of five and caregivers.”

The importance of the social TVC to the Indian masses cannot be denied. According to the ‘Safe Water, Better Health’ report by WHO (2008), India is the country where maximum count of deaths by diarrhoeal diseases is recorded (close to 400,000 deaths per year – 26.67% of the global count – of which 90% occur amongst those below the age of five). Surprisingly, a majority of these deaths are easily preventable through proper precaution and cure, one of which (ORS therapy) is promoted by the TVC.

The creative idea used in the making of the ad is based on the simple concept of a mother never giving up when it comes to taking care of her child. The TVC – created by Thompson Social-JWT – is indirectly also a tribute to the untiring spirit of a mother. The ad conveys a message that saving a child’s life through the ORS therapy demands just the patience that mothers display when they watch their child grow up – from teaching them to walk and talk, to waking up at midnight to attend to them and running behind them et al. “Thoda thoda ORS, baar baar” is the message of this ad. The background music – which is a typical melodious lullaby – runs throughout the 40 second-long duration of the TVC, strengthening the emotional appeal of the ad. “The film is based on the insight that caregivers are not persistent in giving ORS repeatedly to a child suffering from diarrhoea since the child often refuses to take the solution. It urges the mother to be as consistent in ORS usage,” explains Kavita Ayyagari, Programme Director of the Saathi Bachpan Ke alliance.

Shot at Madh Island, Mumbai and directed by Pushpendra Misra of JWT, the TVC was released on November 5, 2011. Television is indeed one of the best mediums to communicate with population clusters that are branded either rural or the uneducated class. For India, where education and awareness on health-related issues is a big concern, such efforts must be applauded. Our verdict: in this world of profit-making, such TVCs with relevant social messages are as unique as they are perhaps non-exciting. They appear easy-to-make, but are far more difficult than going on a vacation.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM in the league of best management institutes of India.....

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies
IIPM Contact Info

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Wednesday, January 25, 2012

TAKE A STAND: SOMETIMES LEADERS NEED TO SAY ‘NO’

Corporations, across the globe, must serve the communities in which they do business, as well as their customers and shareholders.

4Ps Business & Marketing, in a strategic alliance with the new york times service, presents a column by howard Schultz, Chairman, President and CEO of Starbucks corporation

There are times when business leaders are so bound by their responsibilities to shareholders that we can forget we have free will.

I am not implying that we should shirk the obligations we have to deliver a return on investment to the people and institutions helping our companies to grow. What I mean is that we as leaders should not become so beholden to Wall Street and short-term performance goals that we stop doing what we believe to be right – inside and outside our organisations.

I recognise this trap because Starbucks and I got caught in it.

Several years ago, while I was serving as the company’s chairman, Starbucks went through a dangerous period of hyperexpansion. This behaviour was fed by a need to meet Wall Street’s high-growth expectations, which analysts had adopted, in part, because our company had fueled them. Starbucks had a rich history of annual revenue and profit increases of 20%, which became tougher to maintain as the company got bigger and the economy began to slide.

Every day, with every decision, my colleagues and I felt more pressure to meet that bar, fearing the stock would tank if we did not. I got so caught up in our monthly sales performance that I often forgot I had the ability – and sometimes an obligation – to say “no.”

“No” to opening new stores rapidly instead of thoughtfully. “No” to selling products in our stores that had nothing to do with coffee, such as board games. In short, we were chasing a pace of growth with quick fixes rather than with more sustainable activities.

One of the reasons I agreed to return as Starbucks’ CEO in 2008, after eight years as chairman, was to reverse this trend. After retaking the reins on day-to-day operations, I began the painful but necessary process of weaning the company from the yoke of short-term expectations.
We began to say “no” to growth for growth’s sake and “yes” to more investments that might not deliver an immediate ROI but would strengthen the company in the long term. We said “yes” to risky but potentially game-changing research and development projects, to closing underperforming stores, to investing in our information-technology infrastructure and in creative marketing campaigns. Many of these decisions involved short-term costs that ultimately paid off.

Perhaps the biggest “yes” was insisting we keep health-care coverage for Starbucks’ part-time workers, despite pressure from Wall Street to drop it. The potential savings would have dramatically boosted our bottomline. But eliminating health coverage for some of our workers who had come to value it would have been unethical, in my eyes, and would have forever drained the reservoir of trust we had established with tens of thousands of people.

Saying “yes” to these types of long-term investments were, in large part, how we reversed the company’s downward spiral.

More recently, I have said “yes” to something else that, while providing no measurable impact on shareholder value, should deliver an equally important return.

In August I wrote a memo to Starbucks partners (our term for employees) to air my personal frustrations with the failure of America’s politicians to work together to effectively address the country’s complex economic problems, including high unemployment. I followed that with open letters to other CEOs and to concerned American citizens, asking them to join me in withholding campaign contributions to any political party until our elected leaders could do what they were put in office to do: cooperate and compromise.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
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IIPM's Management Consulting Arm-Planman Consulting

IIPM in the league of best management institutes of India.....

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

Friday, December 23, 2011

INTERNET GROWTH: 2011

Globally, internet audiences are rapidly proliferating – 87% of the internet population now belongs to regions excluding the united state. Many Emerging Regions are likely to bypass the old modes – skipping dial-up and moving straight to broadband. Moreover, E-commerce growth is now being driven primarily by existing online shoppers, a trend which was at a nascent stage few years back


Asia taking over?

According to the recent report released by comScore, Asia Pacific with 41.2% now represents the region with the largest internet population in the world. From 2000 to 2011, world internet usage has grown by a mind boggling 480%.As a measure of engagement, comScore also analyzed that internet users outside the US account for 13% of the world’s online population in 2011 as compare to 66% in 1996. Many emerging regions, with social networking and mobile internet, are expected to gain momentum over the next few years. That has strong implications for marketers fancying their online edge.

Coupons on the money
A few specific categories have secured top slots in terms of driving web growth. As far as web growth in US is concerned, those are the coupons & retail-movies categories that have driven the growth. Humour was ranked the top gaining category last year with a growth of 88% in Unique Visitors (UVs), but has now dropped to the least growing category with only 8% growth (maybe they need them only in economic downturns!). With already a strong visitor base, unique visitors to the gaming information category grew by 13% since July 2010 and kids sites grew by 16%.

Socially & musically sold

While conversational media sites such as Tumblr & LinkedIn with 223% & 52% yoy growth in UVs respectively are known to be popular among the younger generations, properties such as Vevo & entertainment sites other than social media are fast catching up too. Vevo had 18.6 million more visitors in July 2011 than in July 2010. Even advertisers & marketers are looking for opportunities to advertise on social networking sites as traffic on these sites is comparatively very high. However, the music & entertainment category is fast gaining favour among the youth who are getting attracted to sites like Vevo and Pandora.

India on a searching spree

The global search market continues to grow at an extraordinary pace, with both highly developed and emerging markets contributing to strong growth worldwide. With the recent facts & figures revealed by comScore, it can be seen that 27.4 billion searches were performed in July 2011, which marked an 8% growth rate over the July 2010. India is ranked 8th in the global list of number of searches conducted but it has grown at a rate of 19%, which is the fastest after Turkey & Brazil when we compare the other countries in the top 10 list.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM in the league of best management institutes of India.....

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

Wednesday, December 14, 2011

Nation Branding: What Works?

David Aaker, author of the all-time best selling branding textbook – Managing Brand Equity, attempts to identify the most effective nation branding tools

During August, I spoke at the inaugural conference on nation branding, a project the President of Korea initiated in 2009 to create a nation branding programme for Korea. In preparing my talk, I attempted to identify the most effective nation branding tools. I came down to four.

The first is the hosting of global events such as the Olympics, the World Cup, the British Open, The Australian Open, or the G20. Such events get enormous visibility through media coverage, they provide all sorts of positive associations, and they generate visits from influential people and others who will talk about their experiences. The second are events created and owned by the country. They can be within a country, such as the annual Korean Knowledge Forum that attracts luminaries and thought leaders around the world, or the Singapore Film Festival. These events also provide visibility, association involvement and visitors. The events can also be hosted outside the country, such as Korean Day in New York with a K-Pop contest where the winner received round-trip tickets to Korea. Such events provide a culture story, a country experience for those who have not visited, and a chance to allow people to relive a prior trip.

The third is the identification and leverage of country symbols. Symbols can take many forms, such as the Guggenheim at Bilbao, the Edinburgh Castle, a visual of trekking in Nepal, Queen Noor of Jordan, or prominent athletes such as Rafael Nadel of Spain. Such symbols make vivid some aspects, perhaps the central aspect, of the country. A symbol, unlike a verbal description, is easy to remember especially over many exposures.

The fourth is to encourage and leverage corporate brands. Think of the impact Singapore Airlines has on Singapore, or Mercedes has on Germany. These corporate brands control many of the salient country image factors such as cultural values or perceived innovativeness. Further, the sheer budget makes a difference. Samsung plus Hyundai/Kia will spend well over $1.5 billion in media advertising in just the US, a budget that will dwarf the promotion budget of any nation. The impact of Samsung product leadership in the 90s and Hyundai’s ability to get 5% of the US car market with quality and upscale cars has had an enormous impact on the Korean brand.

There are a host of other approaches including advertising (which works mainly to attract tourists) and social media. But, in my view, these four, properly managed, generate the most impact.

In my talk directed at the Council for Nation Branding established by the President of Korea I discussed the importance of creating a strategy that would include objectives, target marketing and brand vision. With a strategy in place, I identified four effective nation branding tools: hosting a global event such as the World Cup, creating events such as the Korean Knowledge Forum, identifying symbols such as the Guggenheim at Bilbao, and supporting the work of corporate brands such as Samsung and Hyundai. My theme was that, in my view, efforts of the council to build the Korean brand should focus on opportunism, support and leverage. I suggested the council should not sponsor or direct brand building programmes, especially local ones, nor expect an ongoing budget to create communication programmes.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM in the league of best management institutes of India.....

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies