Genuinely not interested!

IIPM PUBLICATION

Telecom Regulatory Authority of India's (TRAI) proposed 'Do not call' directory, which will put an end to unwanted tele-marketing calls is fast becoming a reality. As per the new regulation, National Informatics Center (NIC) will maintain a list of all those who do not wished to be disturbed by such calls. And if the telemarketers don't stop calling those who are not interested, the consequences can range from first warnings to a fine of Rs.500- 1,000 per call to the discontinuation of service. However, the regulation still has to get a green signal from the Department of Telecommunications.

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Source : IIPM Editorial, 2007

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

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Students in British Universities removed Coke

IIPM MANAGEMENT INSTITUTE

When local bottlers of Coca-Cola in Columbia used illegal paramilitary groups to intimidate, threaten and kill its workers, people the world over decided to boycott Coke. Students in British Universities removed Coke from their campus, gathered signatures against the ‘killer Coke’, and closed down so many bottling plants. Adidas too had to face the heat when consumers came to know that the company killed kangaroos to use their skin for manufacturing Adidas sneakers. Back in India, Pizza Hut claimed in its ads, “Our dough is fresh and not made in a factory like others!” – which was a false claim, and the ads were subsequently withdrawn. Sunfeast biscuits showed in their advertisements how the boy becomes taller instantly after eating the biscuits – conveying the message that biscuits were responsible for a person’s growth. The Advertising Council (ASCI) found it misleading and asked the company to withdraw the ad.

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Source : IIPM Editorial, 2007

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

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Bajaj’s latest 200cc Pulsar flies. Don’t believe us? Check the ad!

IIPM PUBLICATION

Imagine going for a ride on the back of a model–sporting chiseled looks, a beefy body, classic control and giving you all the action that you’d only dreamt of till now? Hey! Hold your horses... we are only talking about the latest mean machine, Bajaj 200cc Pulsar DTS on the prowl. Doing justice to the blitzing pace of the bike is an ad that focuses on the ‘free-wheeling’ idea, where the road ahead is smooth sans obstacles, giving an adrenalin rush to every die-hard biker. Made with an intensity rarely seen in a bike commercial, this one’s one of a kind. “Well, everything becomes easier when one has a good product to play around with. The creative team rode the bike, understood the product quality and appreciated all the nuances,” opines, Abhijit Avasthi, Group Creative Director, O&M.

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Source : IIPM Editorial, 2007

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

Jesudasan and Reliance are taboo topics

IIPM MANAGEMENT INSTITUTE

At the bustling Essar headquarters in Mumbai as well as in other major Essar offices located in cities like Delhi, Jesudasan and Reliance are taboo topics. No one will officially talk about them, or the rivalry between the Ambanis and the Ruias. Yet, simmering beneath the surface are haunting memories of the early days of the 21st century. Haunting memories of the Essar Group tettering on the verge of bankruptcy and extinction; painful memories of gossip about how junior team members of Jesudasan were gloating to media professionals about the imminent demise of Essar as a corporate house and the Ruias as businessmen of some significance.

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Source : IIPM Editorial, 2007

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

Indigenously Indian

IIPM PUBLICATION

Be Indian, Buy Indian, Behave Indian – that’s the mantra most cross-continental QSRs are following on Indian soil. In 1996, Yum! Brands started Kentucky Fried Chicken (KFC) & Pizza Hut chains. But KFC soon had to shut shop for not paying heed to the Indian palate and Pizza Hut had to slash prices drastically to survive. It was here that McDonald’s scored full points with an ‘Indianised’ menu and the easy on the pocket pricing, though concerns of obesity & carcinogenic ingredients have cost it dear.

This glocal success mantra has also kept the kettle boiling for the Cafe Coffee Days & Baristas with a growth rate of 35% for coffee chains, despite the fact that a cup of their coffee costs more than a litre of petrol. Recently, when Italy- based Lavazza bought Barista by injecting $120 million, they chose to stick to the Indian off erings of the latter. Partho Dattagupta, CEO, Barista told B&E, “For success in restaurant business, you need to Indianise and have a wider product portfolio.” Agrees Samir Kuckreja, MD, Nirula’s Group, “The factor that has contributed tremendously to our success is that we offer the widest variety of food.”

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Source : IIPM Editorial, 2007

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

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Pantaloon brought smiles to millions... Question is: Will it continue smiling?

IIPM MANAGEMENT INSTITUTE

Basking in its initial success for four long years, it unleashed its next hypermarket chain – Big Bazaar, cashing in on ‘branded affordability’. His economical pricing strategy without a compromise in quality along with a wide product portfolio enabled Pantaloon to steal the show from mass retailers like Vishal Mega Mart. Explained Bina, “In retailing, the success lies in offering a wide range of products and as Big Bazaar was targeted for the masses, the prices were comparatively lower. To create brand awareness in about the store in the household and about our offering, we promoted it in a big way.” Hence the success of Big Bazaar and Pantaloon became Biyani’s mascot.

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Source : IIPM Editorial, 2007

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

Book Extract

IIPM PUBLICATION

Consider the improbability of it: that the multiple complaints of a people could somehow coalesce and find expression in an act – in any act – of violence. What does a car bomb say about poverty, or the execution of a rural mayor explain about disenfranchisement? Yet Rey had been a party to this for nine years. The war had become, if it wasn’t from the very beginning, an indecipherable text. The country had slipped, fallen into a nightmare, now horrifying, now comic, and in the city, there was only a sense of dismay at the inexplicability of it. Had it begun with a voided election? Or the murder of a popular senator? Who could remember now? They had all been student protesters, had felt the startling power of a mob, shouting as one chorus of voices – but that was years ago, and times had changed. No one still believed all that, did they?”

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Source : IIPM Editorial, 2007

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

Book Extract

IIPM PUBLICATION

Consider the improbability of it: that the multiple complaints of a people could somehow coalesce and find expression in an act – in any act – of violence. What does a car bomb say about poverty, or the execution of a rural mayor explain about disenfranchisement? Yet Rey had been a party to this for nine years. The war had become, if it wasn’t from the very beginning, an indecipherable text. The country had slipped, fallen into a nightmare, now horrifying, now comic, and in the city, there was only a sense of dismay at the inexplicability of it. Had it begun with a voided election? Or the murder of a popular senator? Who could remember now? They had all been student protesters, had felt the startling power of a mob, shouting as one chorus of voices – but that was years ago, and times had changed. No one still believed all that, did they?”

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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