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The debate for censorship rages on...

Ever wondered why some ads, that rubbed you the wrong way, suddenly disappeared from the scene (much to your relief though!)? Well, it was ASCI (Advertising Council of India) which was at work! One of the recent most complaints that reached this self-regulatory body is of the Amul Macho TVC (also featured in our ‘Bakwaas ads’ section last issue). While ASCI has now given a clean chit to this ad, yet the meaningless vulgarity hurts viewer sentiments. The ad shows a young woman washing her husband’s underwear with very suggestive actions and an irritatingly persistent (yeh toh bada toing hai) jingle. The commercial continues to invite the ire of many who feel it’s unfit for general viewing.

It maybe a general perception that only a small, relatively unknown brand will indulge in indecent advertising to grab attention, but one look at the list of complaints that ASCI has received in the past is enough to break it. Ads of giants like P&G, Coke, Hero Honda, Garnier, et al, have been objected against for several reasons and after ASCI’s intervention they had to pull out their campaigns in several cases and modify them in others. But when it comes to indecent advertising in the recent past, there have been complaints against XXX contraceptives (there was a huge controversy with Sharmila Tagore objecting vehemently to it), the GenX premium briefs from Lux Industries (something similar to Amul Macho), Hidesign leather products (for exposure of woman) and Lux Body Wash’s Desktop Calendar (now every girl can be a **x symbol, **x in the morning and night makes your skin glo...). All these resulted in withdrawal.

The controversy has again raised the question of censorship in advertising. In the case of self-regulation (ASCI), the procedure takes minimum 1-1.5 months, which is long enough for an advertisement to put its point accross. Gaulbert Pereira, General Secretary, ASCI told 4Ps B&M that “sure it takes time, but there is no other body which can put so much pressure on advertisers. Censorship will increase both time and cost.” He adds that they are working out a system where ads will be vetted before the telecast and advertisers will be free to take advice or reject it. Well, till then, no choice but to tolerate the ‘Yeh toh bada toing hai’ stuff!

Edit Bureau: Surabhi Agarwal

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Source : IIPM Editorial, 2008

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

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We’re playing ‘blame game’... You game?!?

IIPM - Admission Procedure

The last thing for a leader should be to point a ‘blaming’ finger at subordinates

Jack Welch and Suzy Welch, Authors of the international best-seller Winning

Q: When should a leader pass the buck?
– J. Reaves, Matthews, N.C.

That being said, there is one exception. Sometimes a leader can’t see and touch all the people under him, especially in large companies. In such cases, he shouldn’t be held personally responsible and be charged for the occasional rogue employee. They can, however, be held accountable for having rigorous control systems in place to ferret out such miscreants, and they shouldn’t turn away when they sense something off base.

Every boss can’t be a street cop. But he has to make sure someone is walking the beat.

Q: Sometimes I get the feeling I want to start my own business and fly freely. And while I know some smart friends who might join me, I still wonder whether I have the instincts and leadership required for the purpose. – Umair Malik, Islamabad, Pakistan.

A: Forget, for a moment, your desire to fly free. Forget the ‘required’ levels of instinct. And while you’re at it, forget your smart friends.

To start a company, you need those things... eventually. But first, you need a great idea.

That doesn’t mean we want to discourage you or denigrate the entrepreneurial urge. To us, the gutsy individuals who launch ventures are some of society’s biggest heroes.

And yes, there are people who dump their day jobs, hunker down in a garage or spare bedroom with a bunch of friends, and then five years later, can be seen ringing the opening bell on Wall Street.

But before you start visualizing yourself in that picture and make the leap from stability to start-up, it probably makes sense to separate wishful thinking from the less-rosy realities that usually characterize entrepreneurial experience.

Let’s start with a favourite ‘wish’ – you mention it right in your letter – that entrepreneurship grants independence. True, you will become your own boss. But for months and even years, that choice will mean less freedom and reduced flexibility for you, with no guarantee that you’ll like him one bit!

You won’t control your life; your new business will do that for you. When you only have two customers, you don’t tell them you can’t meet on Monday at 5 pm. You smile when they show up three hours later. In your heart, you may be flying free, but in the trenches, you’ll still be taking orders – just from a fresh new set of bosses.

Another bit of wishful thinking is something you don’t mention but is common too – it purports that entrepreneurship bestows financial independence. If only!

Unless you’ve built up a pile of savings, no one is more ‘owned’ than the founder of a start up. We recently met an entrepreneur whose venture was stalled as she was loath to give more equity to private investors. “It’s bad enough to give up control,” she complained, “But if I keep giving away stock, I’ll still be driving my 1994 Honda Civic to my son’s college graduation.” Given the fact that her son was an infant, she was joking, of course. But the fact is: Start-ups almost always make their founders poor before they make them rich.

Finally, there is that popular notion you refer to: That companies can get born by just a bunch of bright people in the room bursting with energy to “make it happen.” We’d call that partial information. Obviously, passionate, talented people are the key to getting a venture off the ground.

And yes, there have been cases of friends banding together to build something amazing from scratch. But those friends usually had an idea to start with. The real engine of any successful start-up is a product or service that fills a market need, or better yet, creates one.

Several years ago, we attended a celebration honouring the 50 fastest- growing entrepreneurial ventures in the Atlanta area. The room buzzed with excitement as everyone waited impatiently to hear who would get the top prestigious award. The winner ended up being a three year- old company that had discovered a better way to de-ice airplanes.

The company had great leadership, but its revenues were growing 55% a year because it had an idea that changed the market.

There is more to being an entrepreneur than meets the imagination. And there’s a lot less without a great idea to start with.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....
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It’s My Casablanca…

Why Study Abroad When IIPM Gives You 3 global Advantages!

You’ll never regret you made this choice...

My Casablanca white Chevrolet Optra Royale is my best pal on the roads. A perfect blend of style with innovation is what I will call it and this is what made me fall in love with this car. When I was looking to buy a new car, I had a three-fold consideration in my mind – safety, comfort and space. I got all these in Optra with its dazzling looks as a groovy bonus. The leather upholstery with wood trims provides comfortable and a plush look and the huge bootspace due to split seats are other added features of my pretty coupè.

Optra Engines provide the best combination of drivability and fuel efficiency. And the sun roof gives me the luxury to enjoy the romantic weather with my wife, without fearing the dust or sultry heat. The best part about my car is the world-class flawless service quality offered by the global titan GM. The response time of GM’s servicing team is commendable and spare parts are easily available, which reduce the servicing cost of the vehicle substantially. What else can be a perfect example of value-for-money? I believe that the Optra is ‘best in its class’.

To put it simply I would say that Optra has exceeded my expectations on all platforms and I’m indeed too glad that I chose it.

Partha Basu, CFO, SpiceJet Limited on Chevrolet Optra

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....

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Mass or premium? Both!

Why Study Abroad When IIPM Gives You 3 global Advantages!

Dhoot’s rewriting brand Electrolux

Exactly two years to the month, when the Videocon group took over Electrolux in July 2005, to the outside world, it was perhaps the classiest takeover within India Inc.! To the inside world, comprising the Dhoots and top management, it was one of the toughest! When Videocon undertook the deal, the bargain also brought with it high overheads and higher advertisement costs that ElecElectrolux was riddled with! But with that also came the benefits of being available in all high-end counters, having a well-placed network and a spectacular brand recall in the market. But after two years, what has been the learning?

Anirudh Dhoot, Managing Director, Videocon-Electrolux told 4Ps B&M, “We tried to break even soon – maybe after 6-8 months. We did a lot of restructuring across our branches, factories, logistics, without compromising on quality and advertising. That’s where I didn’t want to touch, keeping the standard of its brand image.” Then with such a premium brand, who are the true competitors of the group? “LG, Samsung and Whirlpool,” are the candid words from Anirudh. But with such an opposition, would Dhoot now call his company a mass-product company or a premium one? “We’re a mass-premium brand,” Eric Braganza, COO, Electrolux Division tells us with assertion, adding that the target audience were the mid-end segment and above.

At the same time, Dhoot is pretty honest about his group’s competitive positioning, “Right now, in the mass premium category, we are no.4, if you take an overall average. We are targeting the no. 3 slot by 2010 or 2011.” The clear strategy is not to be a ‘discounted brand’. Dramatically quips the ‘true Indian multinational’ Dhoot, “We are not a ‘value-for-money’ brand.” With a modest turnover target of Rs.750 crore, one just hopes the quip ends up providing ‘money-for-value’ for the ‘true Indian multinational’ group, eh!

Edit bureau: Sunanda Roy

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
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