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).

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The Sunday Indian :- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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Life Plan ka irada

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After launching a series of comunication on Child Plans and Pension Plans, Max New York Life Insurance, under its refreshed positioning, ‘Karo Zyada Ka Irada’, has recently launched an ad campaign to promote its Life Plans. The communication revolves around the idea that even a short separation from our loved onesmakes us paranoid. But what if they were gone forever?

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Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian :- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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Outlook Magazine's B School Ranking Scam Exposed
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The movers...

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l Real Image Media Technologies recently announced the appointment of Arvind Ranganathan, currently Head of Strategy & Business Implementation, as its CEO. With a focus on the expanding operations and the potential transition to a Public company, Arvind has been chosen to spearhead the dynamic and aggressive growth phase of the company and and to lead the company through organic and inorganic growth.

l BIG 92.7 FM (owned by Reliance ADAG) has roped in Ram Kambhoj as its Director-Rural Actication in order to strenghten its rural activation offerings. The task ahead for Raj will be to optimise business opportunities available in the tier II and III cities tapping the 193 districts that BIG FM covers while touching almost 200 million Indians across the country. In another development, BIG 92.7 FM has also brought on board Sailesh Bijlani as its Cluster Head – Maharashtra & Goa.

l M. K. Anand, Business Head, Zoom has called it a day at the channel and is currently serving his notice period. The buzz is that Anand is joining UTV Global Broadcasting as its CEO.

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Source : IIPM Editorial, 2010.

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

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“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
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What is One plus One really equal to?

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That brings me to another version of this 1+1 mystery. Over the last few years, just before the recession hit, ‘valuation’ was in vogue! Every new start up or even existing organisations started talking ‘Valuation’. Rather than creating value for the customer, valuation became the buzzword. But, how do valuations shoot up like this? I really did not understand this new game. This was, when someone mentioned ‘Sum of parts is greater than the Whole’. Now what does this mean?

And then, after a long phase of close to depression, I saw the picture. The ‘Bonding Energy’ should be contributed willingly by constituent particles only, towards efficiently aggregating together in the collective selfishness of “a) We build greater value for the customer together and/or b) We operate in a manner that our operations gain from each other a) To create value for the customers & b) To create return on investment for the owners (in that order)”. That is the key towards ‘Whole is greater than the Sum of Parts’!

No wonder when businesses get reduced to being seen as distinct particles, with no ‘Bonding Energy’, when they have no reason for being together in the first place, ‘Sum of parts will be higher than the Whole’. It is this irony, driven by ‘Valuation’ rather than ‘Value Creation’, compounded by greed and short term results that lead to businesses being managed as MF portfolios rather than with an approach of ‘organisation building’ and ‘value creation for the customer’.

That is one flaw that the famous BCG matrix can lead to. Businesses are seen as delinked, independent entities in this approach, without looking at the ‘synergistic’ or ‘complimentary’ roles they may actually be playing in the ‘dance’. This race for ‘Valuation’ rather than ‘Value Creation for Customer’ in some cases gets particularly pronounced in the ‘portfolio’ treatment and approach followed by some PEs. However, it is an area of caution only. Airtel and Max are cases where PE support, without losing track of customer value creation led to extremely positive results. Quick valuations and selling off of parts of organisations like cattle or treating multiple organisations as merely elements of a portfolio, can be obstacles in organisation building or in creating value for the customer or even for the owners. This can be dangerous at any stage in an organisation’s development, but sometimes quick valuations expected in early growth stage can ring a premature death knell for your business... delivering a ‘still born’.

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Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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Outlook Magazine's B School Ranking Scam Exposed
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Brands that swept the country

• Vodafone Zoozoos • Pepsi Youngistan • IPL • Honda City • Hyundai i-10

When Vodafone signed up for the sponsorship of the second edition of IPL, the telecom company decided that it needed another pug-like mascot push to rise above the clutter. The idea of Zoozoos with 30 different stories came up during a joint client-agency briefing session. The accompanying PR exercise pushed the brand to a cult like following, far surpassing even the much talked about pug craze.

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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!

Follow Arindam Chaudhuri on Twitter
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Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
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A silver streak...

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You’d definitely confuse it with a treasure island if you did not know it was Ravissant, a luxury goods store, displaying silverware designed by three of the world’s most distinguished designers – Simone Ten Hompel, Alistair McCallum and Michael Boy. The collection, aptly called ‘the Silver Lining’, shows off an array of magnificent treasures – a fusion of Indian, European and, at times, Japanese aesthetics in a unique blend of gilding metal with silver. Price on request.

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Source : IIPM Editorial, 2008

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

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Touch down on the tarmac!

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The slow and steady sometime wins the race, but not all the time...

Siddhanta Sharma and Jeh Wadia really don’t have all that much in common. The latter is the scion of a business family that traces its roots back to almost 200 years, while Sharma can’t lay claim to that kind of hoary legacy. Yet, in moments of quiet introspection, or when they pick up a pink paper that announces the nth round of the war between Vijay Mallya and Naresh Goyal, the head honchos of Low Cost Carriers (LCCs) GoAir and SpiceJet must be sharing one common emotion: the unspoken agony of being left behind in the race; and the passionate dream of catching up with the big boys one day.

In the rapidly growing civil aviation industry in India, the big boys, without any doubt, are Vijay Mallya and Naresh Goyal. The former has leveraged a Richard Branson persona and loads of cash generated by his liquor empire, United Breweries, to make Kingfisher Airlines arguably the number one in the country. Mallya and Kingfisher catapulted from the margins to the numero uno slot by acquiring Air Deccan (OK, we won’t say acquiring if Mr. Gopinath of Deccan insists!). Naresh Goyal was even faster on the draw; he managed to acquire Air Sahara after a convoluted and controversial process and now straddles both the full fare (Jet) and LCC (Air Sahara now christened as Jet Lite) segment. Then there is the government owned behemoth – Indian - that is emerging bigger and stronger from the merger of Indian Airlines and Air India.

Do the smaller players have even a ghost of a chance to be one up on the big boys? Analysts will remain analysts and revel in hedging their bets, as Binit Somaia, Regional Director, Centre for Asia Pacific Aviation (CAPA) does when he pontificates, prevaricates and then pronounces, “The aviation sector is facing a phase of consolidation which in short term will be dominated by Kingfisher/ Deccan, Jet Airways/Jet Lite and Air India/Indian…” But it is also a fact that in the highly competitive market of the last couple of years, yields have been so low that for new entrants to pursue market share would have meant bigger losses. Small surprise that in the face of the biggies acquiring more and more aircrafts in a bid to expand their services, GoAir prefers to maintain a low profile, with lesser numbers.

Given the bleeding operating costs that the industry as a whole faces, would Wadia’s approach be more sensible in the long run? Who knows, Jeh Wadia might actually end up having the last laugh. At the moment, he is dead pan and dead sure that the frenetic expansion pursued by the big boys like Mallya and Goyal gives him the luxury of sitting back and watching the two go at each other. He intends to cash in when the bruised leaders will inevitably give him a window of opportunity. Who said also-rans did not have chutzpah and confidence?!


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Source : IIPM Editorial, 2008

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

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

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We have always created work that transcends the need for a brand ambassador and a certain line of work...

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Coming to some of the recent campaigns of the bank: The ad for HSBC Premier showed the importance of having a sound advisor behind the triumph of an individual. Ads for commercial banking put to the fore the bank’s skill of providing customised treatment in a very effortless, yet striking manner. One could see print campaigns that had pictorial comparison of people of different mindsets on a single platform. The bank also released various TVCs on the same lines. HSBC’s “Different People, Different Views” campaign was hugely successful and Ogilvy Action took the concept craftedby Contract Advertising ahead and aided it by innovative promotions (in multiplexes of metros).

The line of thought has been used in many ads to drive home the point which seems to have sunk in pretty nicely – thanks to the simplicity of the ideas in the ads. However, despite creating a name for itself, the bank still suffers from an image that is niche. Maybe, it’s time for a fresh idea that also gives it the mass advantage. What say?

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

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Banking glocally…

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Bertrand Russell, philosopher and logician from England had popularly said, “Do not fear to be eccentric in opinion, for every opinion now accepted was once eccentric”. Ever since its inception in 1865, Hongkong and Shanghai Banking Corporation (HSBC) has been advocating this philosophy not only to grow in the banking sector but also to establish its prominencewith respect to its communication. The burly bank acquired Mercantile Bank of India in 1959, commencing a journey that has gone through many milestones till now. The year 1987 witnessed first ATMs installed in the nation by HSBC. The strategy adopted by the bank globally, throughout the 1990s mirrored on “Managing for Value” that helped it to accrue earnings in both, established and emerging markets.

By the year 2002, HSBC had started bringing out commercials that voiced its presence across the globe with a tag-line: HSBC – The world’s local bank. “HSBC has managed to smartly juxtapose its communication (with global campaigns) to suit the Indian audience and I think that’s the hallmark of this global entity,” says Josy Paul, National Creative Director of JWT, HSBC’s global advertising agency.

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Source : IIPM Editorial, 2008

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

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Nerves of steel & the moolah within

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On the other hand, the steel giant, Lakshmi Narayan Mittal is also set on tapping potential in his motherland, India. Undoubtedly a late entrant to the fast-growing market, the Forbes billionaire’s company, Arcelor Mittal, announced this fortnight that they are planning to set up steel plants in Orissa and Jharkhand, with a capacity of 24 million tonnes per annum. With an investment estimated to be about $18 billion, the move will make Mittal the single largest FDI investor in India. Also, having recently paid the first instalment (Rs.5 billion) of the Rs.35 billion investment for a 49% stake in HPCL, Mittal will no longer just be called a steel czar, but will soon earn the title of an oil tycoon, too. Everything associated with Mittal is larger than life, be it his daughter’s wedding or his London house worth million dollars, so also this investment marks the largest FDI in refining sector. Investing in a deal where majors like BP walked out, Mittal has surely given light to the cold storage project of HPCL.

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There is no stopping these rock solid men...

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India Inc. is surely taking giant leaps ahead, with its associates growing globally and at the same time inviting their counterparts to tap opportunities in the homeland too. Either way, India is proving to be a red-hot destination. And those who made big-biz news this fortnight, either made it big overseas or have come back to their soil, betting big on the untapped potential. The first newsmaker making his claim to fame is businessman turned Member of Parliament who has transformed his company from a moderate performer to a star performer.

Naveen Jindal, the Executive Vice Chairman & Managing Director of Jindal Steel & Power Ltd. (JSPL) is all set to shell out $2.1 billion to develop one of the largest iron ore deposits – El Mutun in Bolivia. The plan is to eventually come up with steel making facilities in the region. Naveen’s far sightedness has made his, the first Indian company to make such an investment in the 40 billion tonne iron ore reserve. Leaving behind international investors including Arcelor Mittal,JSPL will have access to 50% of these rich reserves in this 40 year contract. “It’s the first overseas deal for our company. Strategically, it is very important to have control of iron ore resources which this deal provides us with. We will be able to contribute a lot to Bolivia and our company will benefit immensely,” Naveen Jindal told 4Ps B&M. Under the leadership of Jindal, JSPL besides taking a leap of 35% in net profits to Rs.2.03 billion (in first quarter of 2007) has also been included in the coveted list of Emerging Companies in year 2001 by The Economic Times.

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Chamber of secrets

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As Delhi prepares to jog in the Hutch Marathon this October, almost chameleon-like,Hutch will shed its bubbly pink hues to wear the glamorous red of Vodafone. Sources in Hutch have revealed to 4Ps B&M that the much-hyped brand swap would take place around the event, when the three pink ‘samosas’ of Hutch would disappear and Vodafone’s logo would gain prominence instead.

Not that this is the first time Hutch is changing colours. The last time was in November 2005 when Hutch went pink from orange in search for more vibrancy. The move was a roaring success, gaining Hutch renewed zeal in the Indian telecom sweepstake. Yet, there is a twist in the tale this time around. The Vodafone red would take on the vibrant red of market leader Airtel. While Vodafone still has to instill its brand aura among Indian consumers, Airtel enjoys a coveted headway in that very arena. But those in the know say that the possibility of a colour clutter can be ruled out. “Vodafone will have a different shade of red than Airtel and their formatting and font size would be a big differential,” asserts Brand analyst Harish Bijoor.

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

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Consumers were not even used to processed vegetables at first, but we made Safal...

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But Thachil would do well to remember is that while he may be one of the pioneers in the probiotic curd segment, Mother Dairy still does not really wear the first mover’s robe. Amul with its probiotic icecream was the first to hit the probiotic market in India. And as the first healthy ice-cream marketer, Amul has already laid claim to the ice cream market with 37% market share. On the anvil are efforts from Amul to roll out probiotic lassi.

Coming back to curd, Nestlé, Mother Dairy and Dan one, all players are betting big on these bacteria, but unless this bacilli grabs a gigantic share of the Indian dining table, these giants will be left hurting and hungry for ROI...

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Source : IIPM Editorial, 2008

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

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Eggs are going to be more fun!

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It’s time to beat the breakfast blues! Get ready to gorge on omelettes and fried eggs – because the cost of eggs is probably going to come down. It’s also the chicken and egg syndrome; the poultry expects an increase in supply (vis-à-vis demand), so the price of chicken will also go down. According to the National Egg Coordination Committee, egg prices may come down to Rs.150 per 100 eggs during August- September (which is the time when supply will be at its peak). Currently, retail prices of eggs are around Rs.28 a dozen; this is quite an upward spiral compared to Rs.18-20 per dozen in the corresponding period last year. The average price of chicken has also risen to Rs.100 per kg – compared to Rs.70 per kg last year. Of course, one reason is that the bird flu was on in full swing around this time last year, and prices had dropped. Anyway, enjoy that omelette while you can!

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Source : IIPM Editorial, 2008

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

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More proof that India’s going all mobile

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According to a study by global research and analysis firm, Gartner, India will be the second-fastest growing country in the Asia-Pacific region – after China, of course! – in the sector of cellular services. It is being estimated that by 2011, 58% of Indians living in the rural and 95% of urban Indians will have mobile connections. And even though the mobile penetration in rural India is abysmally low (at 2%), this state of affairs actually offers a huge business opportunity for cellular service providers. One fallout of this has been cheap mobile handsets; there are black-and-white handsets that are available for less than even Rs.1,000. Overall, the telecom sector may grow by 18.4% between 2007 and 2011. In 2006, cellular services notched up revenues of $8.95 billion; by 2011, revenues could well be pegged around $25.61 billion. Gartner also says that cellular penetration will increase from 12.7% in 2006 to 38.6% by 2011. The other interesting finding that the study uncovered is that, in 2006, a whopping 84% of mobile users had prepaid connections; this trend is likely to grow overwhelmingly. It is being estimated that the prepaid segment will account for 93% of users by 2011. And of course, tariffs and call rates will further drop – and boost the number of users.

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Source : IIPM Editorial, 2008

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

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