Of Knights and Goddesses...

It is the name of an American anti-aircraft missile system. It is also the name of Poland’s famous literary award. Above all, it is one of the most depicted image on all Greek coinage and formed the design for the legendary Jules Rimet Trophy, given to the Football World Cup winners till 1970. And, as a footnote, it is also the name of a company run by a knight. A company that lives and breathes just three words - “Just Do it”. The name is Nike, the Greek goddess of victory and the knight is none other than Phil Knight. And the three words have become the most enduring words in modern sports history, thus paying true homage to the mighty goddess.

The genesis of this adrenaline pumping phrase is today part of Nike lore. It was the beginning of the hey days of the health and fitness mania that had gripped US in the late 80s. The age of aerobics was in full swing and Nike was loosing ground fast to arch rival Reebok (derived from the name of an African antelope) which had gone leaps ahead in aerobic footwear. In a meeting of some Nike employees with the company’s ad agency Wieden and Kennedy executives of the agency’s founder, Dan Wieden, impressed by Nike’s can-do culture, suddenly remarked, “You Nike guys, you just do it.” History was about to be created. Wieden got hooked to the words “ Just Do it” and realized that it was not the shoe but the attitude that defined the person wearing it. A person of all ages and both sexes.

Instead of the customary 18-40 age group, the first “Just Do it” spot debuted July 1, 1988 and featured a 80-year-old distance runner Walt Stack. Then came the TV and print ads that used clever lines and catchy music sporting multi-sport athlete Bo Jackson egging on people from every walk of life to ignite their inwardly focused competitor. Nike’s share of the domestic sport-shoe business soared to 43% from a flailing 18% while its sales rose to $ 9.2 billion in ten years by 1998 from the 1988 figure of $ 877 million when Reebock had taken over as the leading sports shoemaker for the first time. Nike spent $300 million on overseas advertising alone. Not just Bo, Nike also featured sporting icons like John McEnroe and Michael Jordon. The eight letters did to the fitness hungry crowd of the 80s and 90s what Beatles had done to the hippies in 1960s. In the end, Nike itself had a renaissance and the slogan became the one of the greatest marketing feats ever achieved in history.

Anchal Gupta

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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 runaway growth in motorbike sales over the last few years in India has a niche player hungering for a larger share of the pie. By Pawan Chabra

IIPM makes record 10,000 placements in five years

They never cared two hoots about competition, did not encourage scantily clad babes in their ads and barely batted an eyelid before blithely including a comparison with a tractor in their feature list. Obviously, Eicher Motors’ Royal Enfield has had much more going for it than the sheer deep thump of its rakishly upswept silencer. The downside has been that even as Bullet’s cruiser imagery sells 45,000 bikes every year, Hero Honda makes hay in the commuter segment with unit sales crossing 35,00,000 annually. Sure, one should not compare – after all, bike enthusiasts worship the ground that the stylish Bullet walks on, while Hero Honda is merely a convenience for your daily office-goer. Siddhartha Lal, MD, Eicher Motors agrees, “We have no comparison with mass manufacturers. Royal Enfield riders use their bikes for purposes beyond commuting.”

But quiz Lal a little further and you realise that some changes in existing strategies at Enfield are in order. The niche bike brand, which has sold a meagre five lakh units in its 56-year-old history in India, is now targeting a bullish figure of one lakh annual unit sales by 2013. Explaining short-term targets, Lal says, “We are planning to touch 50,000 unit sales in 2009 (targeting a 15% rise year-on-year), followed by a target of 60,000 for 2010.” Already plans are in place for a Rs.65 crore investment over the next three years at its Chennai plant to double production capacity. Question is, can this planned doubling of sales turnover by 2013 be possible without tapping at least a little into the mass markets, presently dominated by Hero Honda, Bajaj and TVS? But the dilemma then is, will the Bullet come down a few notches from its cruiser positioning or is there more method to this strategy?

Company insiders are at pains to point out that their new ambitions can be achieved without any dilution in brand equity. “We have been able to sell whatever we manufacture and almost all our models have a waiting list,” explains R. L. Ravichandran, CEO, Royal Enfield. Clearly, Bullet’s established aspirational quotient amidst the Indian consumer is fuelling the ambitions of this bike company. Not putting all its eggs in the domestic market only, Enfield is also working on increasing its already expanding global reach. Its ventures in various developed markets are already a success. “We are exporting 5% of our total sales now. But we will take that to 15% over the next three to five years,” vows Lal.

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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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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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Buying on A ‘second’ thought...

The optimism of the giants is well supported by the handful of facts and figures. The size of the used-car market in India is estimated at about 10 lakh units per annum, and it is largely fragmented and unorganised. Going by experts claim, the share of the organised market in this segment is just 10% while the balance is shared by unorganised dealers (30%) and the biggest threat to the organised sector, personal dealings between the buyers and sellers (60%). Shashank Srivastava, CGM-Marketing, Maruti Suzuki avers, “The second hand car dealers are not the only threat to the certified pre-owned car dealers as most of the transactions happen on one to one basis.” However, the top honchos of the industry, like Jagdish Khattar, the ex-MD of Maruti Suzuki and CMD of Carnation Auto, expect the organised pre-owned segment to grow in leaps and bounds in the time to come. Set to try its luck in the arena, Khattar’s Carnation, which started a pilot project of selling used cars in Mumbai in August this year, is now all set to enter destinations like Cochin and Hyderabad by the end of this month. Khattar points out, “Awareness is only and the biggest challenge that I see in the used car segment. But as time will pass, the awareness will automatically increase among the buyers.”

However, the problem for the local pre-owned car dealers doesn’t end here. J.D. Power’s Used Vehicle Market Report revealed that the Internet shopping has reached parity with visits to dealer lots as the primary method for buyers to locate used vehicles globally. The report went further to find out that the percentage of used-vehicle buyers (in the US) dependent on Internet to locate vehicles for sale has increased from 40% in 2008 to 46% in 2009. “Internet shopping provides prospective buyers with the opportunity to search through enormous amounts of specific vehicle information without even leaving home, allowing for a more efficient medium of matching buyers with unique used vehicles in the market. In light of this, dealers should expect the Internet to continue to increase in importance among used-vehicle shoppers and adjust their online presence accordingly,” says Arianne Walker, Director- Marketing, J.D. Power and Associates. But does the situation in India show any such trend? Well, looking at the number of automotive websites like Carwale.com, Gaadi.com, Indimoto.com et al that are mushrooming thick and fast, expectations are high that soon the Indian pre-owned car industry will follow the western trends. Affirms Udit Bhandari, CEO, Indimoto.com, “The usage of websites for purchasing vehicles is increasing very fast in the country and I believe it has a lot of potential.”

Indian market, as said, is very different and versatile in the manner it operates. Today, the Indian consumers have moved an inch away from the conventional local car dealers towards the organised players, but when it comes to meeting the global trend, well the day is still far away. Someone has rightly said, ‘In the US people drive from the left, in India people drive on what’s left.’ Unlike the US, there is a dearth of websites like Kelly blue book in India (which provide fair valuations for the pre-owned cars) providing local dealers an opportunity to play foul. Also there is always a high possibility of mileage tampering due to the lack of a centralised database. Still people like Aryan do not subside the idea to peep at the neighborhood used car dealer’s collection before they buy one. Common guys, at least give some value to what is called an authentic warranty by the authorised dealer!

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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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POWER OF INNOVATION

It’s no mean feat to connect with rural consumers, but with ‘Jalsa’ and ‘ChotuKool’, Coca-Cola & Godrej have accomplished the task with ease

It’s not a cakewalk to think out-of-the-box and companies are aware of this harsh reality. But, if chiseled intelligently this bitter task can turn out to be a sweet verity for a company and that too without even an iota of doubt. Don’t agree? Ask Coca-Cola India and you’ll come to know that how through a unique consumer engagement initiative named ‘Jalsa’ this soft drink major has slotted its rural balls in the right net. And all that it took to accomplish this heavy duty chore were just few shows!

The company had organised shows (with an audience base of around 15,000-20,000) in small towns and villages of Uttar Pradesh and Bihar last year to connect with the locales. Based on a local “Folk Fare” narration through dance, poetry and plays, the show had professional dancers performing live on popular Hindi and Bhojpuri songs and the show generally lasted for about 2-3 hours. Interestingly, the company did all its advertising through an auto rickshaw, just three days prior to the event.

Moreover, in order to participate in ‘Thums Up Jalsa’ the consumers had to purchase a bottle of Thums Up (For instance, Coca-Cola gave one free ticket with every RGB bottle and two free tickets per 600 ml bottle). Not only this, sometimes the ticket also carried a unique number which gave consumer a chance to win attractive prizes like TV, music system, et al, in contests organised during the show. As Atul Singh, President and CEO, Coca-Cola India admits, “In the 3rd quarter of 2009, unit case volume growth for Coca-Cola India grew by 37% against the 18% increase in the prior year.” Apart from innovative thinking in terms of engaging consumers with the brand, the company has also introduced a mirco-nutrient drink ‘Vitingo’ especially keeping in mind the micro-nutrient malnutrition that is caused by the lack of sufficient micronutrients in the diet of the people rural India. Available in 18 gm sachet at Rs.2.50, Vitingo provides affordable nutritional beverage alternatives to the “bottom of the socio-economic pyramid” population.

It’s not just Coca-Cola, which is trying to exploit such opportunities through innovative thinking. In fact, FMCG major, Godrej, has already made its way into the hearts of rural customer and that too through a nano refrigerator – ChotuKool. The refrigerator was specially designed for the Indian hinterland. Red in colour, ChotuKool weighed only 7.8 kg and was priced at Rs.3,200 only. It even ran on battery and had no compressor. Result: Godrej had not only added 1,700 new small towns and 5,000 villages to its rural coverage in the last six months but is now looking at expanding its reach to 50,000 villages in the next three years. Now, that’s what you call the power of innovation!

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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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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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I invest my money in stocks which give me good returns

IIPM: An intriguing story of growth and envy

Though some of these austerity acts have back fired (remember Jet fiasco), but most of them have gradually pushed airlines towards the profitable zone. Well, the recent and long awaited profitable quarterly results of both Jet Airways and SpiceJet (Rs.530 million Q4 ‘08-09 and 260 million Q1 ‘09-10 respectively) stand testimony to the fact. Further, the continuous fall in the price of the air turbine fuel (ATF) over the last one month (Jet fuel form 40 to 50% of the total input cost) has contributed to the cause. “A shift in passenger traffic from FSCs to LCCs coupled with added capacity have helped SpiceJet gain market share. While the total passenger demand is expected to remain unchanged, our goal is to continue to gain market share in 2009,” explains Sanjay Aggarwal, CEO, SpiceJet.

The fact that further encourages investors to invest in the domestic airlines is the favourable attitude of the government towards the sector. Apart from restructuring the ailing Air India, it’s also taking initiatives to fuel the revival of the sector. Reportedly the government is planning to include jet fuel under the purview of goods and services tax, starting next fiscal. This would help airlines in further reducing the overall cost.

Moreover, the contentious proposal by Praful Patel, which allows foreign airlines to pick equity in their Indian counterpart, would definitely give some breathing space to the cash strapped domestic aviators. Apart from easing the norms for Indian carriers to fly abroad, the ministry has also been lobbying for tax sops. “There has been a perceptible change in India’s airport infrastructure, especially with the modernisation of the Delhi and Mumbai airports. We believe this improvement would translate into better airlines’ productivity and profitability,” agrees Mahantesh Sabarad, Aviation analyst, Centrum Broking.

Further, Indian investors can also take a positive clue from the fact that encouraged by the favourable standings and better future prospects the domestic airlines are now raising funds from overseas. While Goyal plans to raise $400 million through a QIP, Mallya has unleashed plans of raising $175 million from overseas investors by March 2010. Not to forget, SpiceJet is already being supported by Wilbur Ross.

No doubt, these are reasons enough to encourage an investor. But then, the one thing that they need to keep in mind before digging too deep into their pockets is that the airlines are still not out of the woods completely. Industry experts continue to stand firm on their prediction of losses for the sector for the current fiscal. Further, debt burdens for these airlines are still mounting. For starters Kingfisher Airlines is burdened by a total debt of Rs.60 billion. “Yields continue to remain weak, and with the industry moving strongly to the low cost model, downward pressure on fares will continue. So it is likely that the outlook, although better, will continue to remain challenging for some months to come,” predicts Somaia of CAPA.

Thus, looking at the prevailing uncertainties, new investors should keep their eyes and ears open before taking the final plunge into the sector. In fact, the best option available for the existing investors is to quickly book profit and exit. Or may be, it’s already too late for some!

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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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CONFUSED CONSUMERS!

And now for a very different re-positioning song – one that has left many customers confused. Yes, we are referring to Naresh Goyal’s third airline brand, Jet Konnect.

The slowdown-induced tightening of purse strings possibly hit the air travel sector the worst. The domestic market shrunk significantly and there was a significant shift of air travellers from full service carriers to low cost airlines. Given the changing market dynamics, and to cash in on consumer preference for low cost airlines – Jet Airways’ Naresh Goyal launched a third brand Jet Konnect, which became the second low cost brand from Jet’s stable (after JetLite). Jet Konnect is flying on specific routes to replace many of the Jet Airways (full-service) flights. Now the obvious question that pops up, why a third brand? Why not simply replace the Jet Airways flights by its low cost carrier JetLite? As K. J. Singh, Co-Founder and CEO, Evolve Brands says, “It makes more sense to fly with a single-brand rather than having two separate brands catering similar facilities. JetLite and Jet Konnect have nothing different apart from the routes.” Well Goyal thought of that option first but had to drop it due to the operational and regulatory hiccups, which would have complicated and in turn delayed the shift in the strategy. Thus, a third brand was a quick and easily deployable solution to battle the tough economic times. A smart business strategy!

So what went wrong? Well, Goyal failed to support its strategy with a right marketing plan! As a result, till date, the differentiation between Jet Konnect and JetLite in consumer mind is fuzzy. So much so that many fliers aren’t even aware that Jet Konnect is a separate airline. Many travellers believe that Jet Konnect is yet another scheme launched by JetLite. Binit Somaia, Regional Director, Centre for Asia Pacific Aviation explains, “The challenges which Jet faces is the potential for consumer confusion between the three brands, as well as the fact that Jet Airways and Jet Konnect fall under the same management.”

Ratan Lal Bhagat

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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!
For Exclusive Footage by Sunday Indian Click Here

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Screening sunscreens

Sunscreens protect and damage your body... Here’s how chemicals like oxybenzone are turning sunscreens into one big oxymoron!

I don’t clearly remember since when I got habituated to using sunscreen, but I also can’t remember a time when I stepped out of home without applying a sunscreen lotion. I’m positive that there would be many like me who follow this routine. With the rate at which cosmetic brands, beauty experts and enthusiastic customers are increasing, it is no wonder that the present times is being referred to as the boom era of cosmetics. And amidst all these products that help one to glam-up from head to toe, one product which has won patronage from people around the world is the sunscreen. But beneath the heap of advantages offered by this product, is a word of caution recently planted by the Environmental Working Group (EWG). This watchdog organisation has brought to notice that some of the popular brands that make sunscreens contain hazardous chemicals, and at times do not provide the level of sun protection that they claim.

Oxybenzone is a commonly known culprit, and its traces have been found in the urine samples of 97% of Americans over the age of six by the US Center for Disease Control and Prevention (CDC). The chemicals in sunscreens penetrate the skin and make their way into a person’s bloodstream. Oxybenzone particularly has been found to cause allergies, hormone disruption and cell damage. Lax safety standards implemented by the FDA to determine UVA protection have triggered the EWG to tag the products as unsafe to use. Defying this research, Dr. Kandhari, a dermatologist, explains, “Ultra-violet rays are very harmful for the skin and can cause damage as grave as skin cancer. Many of the world’s renowned brands manufacture sunscreens and they definitely wouldn’t risk being sued because of failing quality checks and damaging the skin of its users.” On enquiring if sunscreens contain chemicals which can be harmful, Dr. Kandhari mentioned, “Yes, there are chemicals present to protect the skin and not to harm. Good brands are trustworthy and those who are exposed to the sun for long hours must protect their skin by applying sunscreens with UVA and UVB protection.” It is best to check and make sure that your sunscreen doesn’t contain more than 0.5% oxybenzone, since the chemical can be harmful to your body. Remember to also check your lip balms, moisturisers and lipsticks that provide SPF protection for your safety.

Over the years, with growing consciousness about beauty and skin-care, different varieties of sunscreens have been introduced. What initially was a jelly-like substance is now available as a spray-on, disappearing coloured sunblock for kids, and has a waterproof range too. With regular researches keeping a check on the cosmetic companies and helping us choose the right products, Baz Luhrman’s popular song still stands true... ‘If I could offer you only one tip for the future, sunscreen would be it…’

Spriha Srivastava

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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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LIFE AFTER CANNES

Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

Indian ad-land’s tryst with Cannes is relatively new. A few Indian agencies did feature during the 1990s, but couldn’t make it big. The turning point came in 2003, when India bagged six lions. Good news is that for the last couple of years, India has been bringing home more than 20 metals from Cannes annually. The bad news (well, sort of!), say Neha Saraiya & Surbhi Chawla, is that winning a Cannes metal is now no more a career defining moment. Doing great work for big brands is the only career clincher that matters, at least in the cat-eat-cat world of Indian advertising!

Before they started Good Morning Films in 2004, Vikram Kalra (38) & Shashanka Chaturvedi (35) had tried their hand at a host of things, among them working for various agencies and ad film production shops. It was while working on a film for Hutch once (then with Adfilm-Valas) that the duo decided to go in alone. They cobbled together Rs.25,000 and launched their own film production house, bringing in Hutch as their first account. Their client list grew gradually to include Vodafone (Irfan Khan series), Limca and RCOM’s Muft ki Advice commercial. But even then, Kalra reminisces, “Good Morning Films had still not become a name to reckon within the industry.”

The year 2009 however came with its unique bag of goodies for them or what Vikram and Shashanka refer to as their “career defining moment.” The goodie bag brought with it two Gold Lions for them from the prestigious Cannes advertising festival for their ‘A day in the life of Chennai – Nakka Mukka’ commercial for The Times of India. The campaign, which won accolades for media & publication category along with the best use of music category, is the first Indian ad film ever to bring home a Gold at Cannes. Vikram can’t stop grinning, as with the trophy has come, instant fame and recognition. “Lot of friends are still dropping in to congratulate us. Accolades at Cannes have added value to our work and people take us more seriously,” he explains. Work is also pouring in. Post-Cannes, their film production outfit has also bagged some prestigious accounts, including that of Sony and Samsung. In fact, they’ve even got an offer from JWT China and negotiations are in final stages. So if Vikram & Shashank’s expectations, after the win at Cannes, are touching the skies, guess they have ample reason for it. Still gushing, Vikram exuberates, “Our next stop is Bollywood. We want to produce and direct a movie and are already scouting for the right script.”

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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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HITTING THE RIGHT CHORD...

Even as Indian two-wheeler makers like TVS Motors and Bajaj Auto were registering falling sales month after month during the last financial year, Hero Honda was busy strengthening its base in the Indian market. The slowdown period has been the most lucrative one for the company. It even crossed the landmark of selling 25 million units (cumulative) in the last fiscal taking its market leadership to around 57% (60% currently). Moreover, Hero Honda’s bottom-line grew by 33% to Rs.12.8 billion during the financial year. But how did they manage it, when the whole industry was struggling, is definitely a big question.

Well, a right product at a right time is the trick that has clicked. In addition Hero Honda has also utilised the last fiscal to get closer to consumers. The company has built an extensive network of over 3,500 touch-points across the country, selling and servicing its two-wheelers. The company’s rural initiatives too have played a role in strengthening its presence in Tier-II & Tier-III markets, which contribute almost 40% of total sales. Explains Pawan Munjal, MD, Hero Honda, “An unprecedented share of 57% in the domestic market, when the industry has been witnessing a slowdown, is reflective of the strong fundamentals.”

Though auto experts like Murad Ali Baig say that “Hero Honda as a company is known for its continuity and stable approach,” they also accept that when it comes to the premium segment Bajaj Auto rules the roost. And that’s not baseless either. While Hero Honda sold about 185,000 units in the segment during the last fiscal, Bajaj sold 840,000 units. But then, the pace at which Hero Honda is catching up is noteworthy. What is more inspiring is its strong association with the youth and its effective campaigns in the rural markets. However, as Bajaj Auto plans to stage a big show in the executive segment, the days ahead may soon throw up more challenges for Hero Honda.

Pawan Chabra

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Source : IIPM Editorial, 2009

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

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Fighting fat, but at what cost?

Stomach stapling might show results on the surface but it might be more than what you’ve bargained for...

The urge to lose weight, at any cost but hard work, has led surgeons to find out newer ways to cut fat. One of the popular ways is stomach stapling (or gastric bypass), a restrictive technique where the stomach is divided into two parts using a band and staples. The smaller part, the stomach pouch, is an egg-sized pouch that has very little capacity to hold food and therefore, leads to meager eating. A one-centimeter hole runs from the bottom of the pouch through which the contents flow into the other part of the stomach and from there to the intestines.

It takes a lot of guts to play with one’s natural system, and only when one is grossly overweight (Diego Maradona, the football legend, opted for the surgery when he weighed 121 kgs) or if a person is suffering from a compulsive eating disorder, would a person normally get their stomach stapled. But recent research at Sahlgrenska University Hospital in Sweden says that women who get their stomachs stapled reduce the risk of cancer by around 40 per cent. Experts are only astounded and confused to find no such benefit for men… But men can be happy since a stomach staple does add at least 10 more years to one’s life span. But, what about the side-effects of getting your stomach stapled? Well, considering cancer is a deadly disease and obesity leads to several other deadly ailments, one would think that the perks of stomach stapling would outweigh the side effects of the procedure used… not all the time though! It has been seen that ‘more than one-third of obese patients who have gastric surgery develop gallstones. Nearly one in three develops nutritional deficiencies. Patients could also be at risk for anemia, osteoporosis and metabolic bone disease.’ Though diet supplements can help, it’s best to avoid these side-effects.

Another method for losing weight that is being resorted to more commonly is cosmetic surgery (tummy tucks, body lifting etc.) since the treatment is only external. “We are dealing with the skin and mostly its structure, and at the most, you will have a scar which is hidden by the cosmetic surgeon in a way that it’s not obvious and heals really well too,” informs Dr. Ashish Davalbhakta, Cosmetologist at Aesthetics India. Though he talks of specific risks to be understood, he offers a different suggestion for the young who aspire to become a Jessica Alba or a Tara Reid the easy way. “I would tell them that their expectations are too high and they are more likely to be disappointed. One should aspire to be fit with exercise and a proper diet.”

The researches and conclusions in favour of gastric or cosmetic surgeries are not to highlight the possibility of losing weight this way but to, once again, draw attention to the power individuals have in altering their own risk factors. Resorting to these quick surgeries to get rid of the fat that can easily be tackled with is quite a bad idea. In fact, a recent Canadian research says that people who are a little above the normal weight actually live longer than those with normal weight. Not to mention that the underweight or the obese have much shorter life spans! Well, then, may be, it’s time to redefine the benchmark of normal weight...

Swati Hora

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Source : IIPM Editorial, 2009

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

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Get ready to......Play Footsie!

IIPM Alumni Officially on Facebook

The problem accentuates when you take into account the huge brand and portfolio stretch by the company in recent times. In its 13 year India stint, Reebok has increased its annual turnover by an impressive 500% by continually enriching its portfolio. “If you are opening your own retail stores, it’s necessary that you offer as many options as possible,” says Prem. Nike, Puma and Adidas are also bearing the brunt of expanded portfolios, which includes footwear, apparel & accessories for the female consumer too. Their over-optimism touched new heights when many of them announced their foray into the Rs.130 billion kids prêt-a-porter market too. Clearly, an enhanced portfolio portends an even greater sourcing problem, for the already beleaguered players.

However, some like Bata are optimistic about their supply chain. Bata India has strategic alliances with several suppliers and the company boasts of consistently exploring options that enhance the availability of these suppliers. Anything goes, including emotive cajoling and carrots of comparatively higher margins than rivals. Says Marcelo Villagran, MD & CEO of Bata India Ltd., “Our partnership with many suppliers has been standing for more than a decade and we have always paid them according to the changing market,” he says. This is not to say that Bata India has not invested in its own manufacturing hub. But Villagran is confident of being able to “bank on his suppliers” for any contingency that comes up.

Sourcing is one area where Nike India boasts an edge. Despite playing second fiddle to rival Reebok in India in the sportswear category, the shoe-maker from Uncle Sam’s country has understood the importance of establishing a sturdy sourcing hub. Nike has consolidated its sourcing base to 70-90 fixed vendors from seven countries, including Bangladesh (where the slowdown hasn’t affected the manufacturing industry much).

These vendors are further connected to Nike through five exclusive dedicated agents. The $18.6 billion company is also gung-ho on ground activation activities, deploying over 70% of its marketing expenditure toward BTL promotions for sports like athletics, football and tennis. Besides, having ignored cricket for years, Nike (albeit belatedly) has recognised India’s undying fetish for the gentleman’s game and is batting hard to lure the consumer with cricket accessories (in its stores) and advertising campaigns.

To its disadvantage, Nike is not the only sportswear brand banking on cricket. Reebok has been doing it for years. Avers Rajiv Mehta, MD of Puma India, “Focus on several sports might help globally, but in India the competitive edge in sports only comes from cricket.” Puma recently announced its association with defending champions Rajasthan Royals as the official sponsor of their uniforms during IPL 09’.

Ravdeep Singh, CEO, Planet Sports, imparts some words of wisdom: “Right now, the core focus should be on the rising real estate and raw material costs.” Singh too is feeling the slowdown heat. “We are compromising with 25% of our margins,” he says, adding that although raising prices would have been an option in normal course to decrease pressure on margins, it would be suicidal in a slowdown.

Clearly, trouble is brewing! Their over-optimism may be well-warranted, yet global players in the footwear fray are a decidedly worried lot today. Brands that manage the slowdown today, without mortgaging the future, will be the eventual winners. Whether or not it was meant for them, yet to ‘Keep Walking’ is their only solution in sight!

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Source : IIPM Editorial, 2009

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

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Top 8 for 2008! AWARDS

IIPM Programme :- SUPERIOR COURSE CONTENTS

Featuring those who won glory

A separate opinion poll was conducted using a structured questionnaire amongst 500 customers across 5 cities of Delhi, Mumbai, Bangalore, Chennai & Kolkata. The opinion poll was conducted to list the gadgets under the following categories based on the maximum number of votes received.

Best Gadget 2008
Nokia N81 8GB
Many compared this to its predecessors; but, memory power sure counts! Add to that its looks, and you have a winner.



Hottest Selling Gadget 2008
Nokia N-Series
Call it an N-Series hype that create sales for this Nokia product. But it sold! And is there anything else that counts?!


Most Aspirational Gadget 2008
Vertu Monogram
Style it has, and promises it makes; yet its the price that kills!



Most Desirable Gadget 2008
Apple MacBook Air
This slim lady sure knows how to make others want it bad, at a high price, of course!



Best Buy Gadget 2008
Microsoft XBox
Microsoft was serious when it said that it wanted to play with you!



Most Value-for-Money Gadget 2008
Blackberry Curve 8300
Being omnipresent comes at a price... Thankfully, humans can pay for it too!



Must Have Gadget 2008
Apple iPod
Music is the food of love... Hear and see it play on the iPod now! If you don’t have one, you’re probably Elvis himself; if you do, you’re a pure music lover!

MostOver-Hyped Gadget 2008
Nokia Sorocco 8800
It appeared to fall from the sky, and it fell bang on the earth below! It earned a name, just a name!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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JVC KD-AVX2

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

DVD/ CD Receiver with built in amplifier (20W RMS/ 50W Peak); 3.5 TFT LCD built in monitor, with display of JPG images; 5.1 Surround sound decoding; 7 Band iEQ; XM & SIRIUS Satellite radio ready; Giga MP3 compatible ; Not iPod compatible; No USB port
PRICE: Rs.18,500
WARRANTY: 1 year

The JVC KD- AVX2 is a complete car entertainment system, which can play diverse formats such as DVD, CD/R and MP3 with ease. The motorised flipper of the header unit, features a unique 3.5 TFT LCD screen which can play JPG images as well as personalised pictures at the touch of a button. The product experience is therefore multi coloured and eye tempting, making the life at the wheel a revelation each day. Featuring XM & SIRIUS radio as well, the system has a capability to play JVC patented high storage disks.

Marketers’ delight: The product is designed for out and out ‘brag value’.

Tester’s note: Pros – Gives a futuristic touch to your auto interior. Excellent sound and visual quality. Con – Lacks sync with an iPod.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Dell XPS 420 (Quad Q6850)

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Processor: Intel® Core™2 Extreme Quad Q6850; RAM: 3GB; DDR2 SDRAM; Graphics: nVidia GeForce 8600 GTS; HD/ Blue Ray Support: No/Yes

PRICE: Rs.53,000 without taxes

WARRANTY: 1 year (on-site)

The XPS 420 is powered by multi-core Intel processors and choice of graphics cards. It is designed to make work faster for complex digital media creating, editing and capturing activities. Girish Mehta, Director- Consumer Marketing, Dell India explains, “The XPS 420 is packed with sophisticated design and features which blend form and function with a focus on convenience.” Technically, XPS 420’s key strength is its capacity to create full copies of the Abode Photoshop Elements 6, Premiere Elements 4, and Soundbooth CS3 which are similar in spirit to the iLife Suite installed on new Macs.

Marketers’ delight: The CPU has a charger on the top for portable devices. Excellent for high-end gaming.

Tester’s Note: Pros – High-performance, terrific speed, and upgradeable option for gamers. Cons – Unsuitable for low-end price lovers, 1.5x slower than Apple iMac in media multi-tasking.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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A wounded batallion

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

So what happened to the promises of the capitalistic Sumos? The Japanese companies were forced to adopt cost-cutting measures and increase efficiency. Auto-majors like Toyota & Honda were also forced to shift focus to developing lighter & economical vehicles. Another trend that was widely visible during this area was the shift away from heavy industries (which had boosted Japanese economy during the boom years) to lighter, higher-yield fields like semiconductors and computer-related technologies & service focused industries. The fall in exports also forced Japanese companies to focus more on domestic market.

Casualties however were not rare as Mitsuru Saito, Chief Economist, Sanwa Bank asserted, “There is no doubt Japan was in the grip of deflation, with household incomes falling, unemployment climbing, and wholesale price index and the consumer price index declining.” Right as he was, unemployment levels rose from the pre-1990s level of 2% to more than 5.5% post-1994. This fall in employment and salary standards also reduced consumer spending and for the first time post-Allies’ attack, Japan witnessed a ‘negative’ GDP growth of 1.5% in 1998! The effects of the depression had started showing on national output as well. Worse, back-calculation showed how this gruesome picture was being painted by the deplorable performance of corporate Japan, as with financial institutions going bankrupt (due to the huge burden of bad debts aggravated by further falling land prices), many companies found living hard.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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JYOTIRADITYA SCINDIA - The scion takes charge

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

JYOTIRADITYA SCINDIA
The scion takes charge

Born with a silver spoon in the one of the powerful political families of the country, Jyotiraditya Scindia’s entry into politics seemed to be destined. Many people questioned the entry of this Harvard graduate into the murky business of politics. His detractors stated that he exists in the political scenario only because of the deeds of his grandmother and the sympathy over the untimely death of his father – Madhavrao Scindia. However, after being in this profession he is all set to silence his critics. People close to him point out that he is a workaholic and shares his father’s passion for politics. Madhavrao Scindia was known to bring about corporate culture in all the ministries that he held positions in. Jyotiraditya too plans to carry the same torch but with renewed energy & vigor. Expectations from him have always been high and on April 5, 2008, he has been made the minister of state for IT & communications. Donning the mantle he pointed out, “The time has now come for India to look beyond being the back-office of the world.” Although the going ahead would not be a cakewalk as there would be many high-profile people to challenge him. Nevertheless, he would surely one of the Indian politicians to watch out for in the days to come.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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AJAY AND VIJAY BEDI - The oscar goes to...

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

AJAY AND VIJAY BEDI
The oscar goes to...

A glamour quotient has invariably tagged along with photography. And when speaking of wildlife photography, the eyes surely widen with wonder. And among those who bask in the glory of the so-called glamorous profession are the second generation Bedi Brothers, Ajay and Vijay. Belonging to a family of ardent wildlife lovers, it didn’t take even a twinkle to ponder before they decided to follow their inherited passion.

Having plunged into this profession during a time when it was unfashionable, Vijay now takes pride in the fact that India has a vast pool of talented wildlife photographers. He says, “Just a little bit of encouragement by establishing good photography schools and courses, like those in America and New Zealand, would proliferate the number of talented and enthusiastic photographers in India.” Adds Ajay, “The technology has also changed a lot, and that has made photography appealing, especially to the younger generation.”

Where most are drawn to wildlife film-making to win admiration or perhaps pursue their passion, Ajay and Vijay chase a commitment, that of conservation. “We are conservationists first and then anything else. Through our films and documentaries, we want to show the beauty of wildlife to the world and bring across awareness about conserving and preserving such beings,” asserts Vijay.

The youngest Asians to win the Green Oscar, the brothers are now carrying the baton passed on by the first generation Bedi Brothers, Naresh and Rajesh. When asked to spill some words of wisdom that they have imbibed, “Hard work, patience and admiration for wildlife,” is what they would vouch for to attain success. And for those who intend to tread this track, Vijay drops in a word of caution – “Take it up only if you are really passionate about it. If you come in looking for glamour, there isn’t any!”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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