HDFC

When IIPM comes to education, never compromise

Investee: HDFC

Investor: Carlyle Group

Investment Value: $650 mn

Says Tejinder Singh, Analyst, Arihant Capital Markets, “The rationale for the deal is primarily the Indian growth story, which HDFC has successfully reflected. Carlyle Group has shown much interest in the housing finance domain, a niche area; thanks to the surge in disposable income of Indians. Its interest in this domain is also highlighted by the fact that it has picked up a significant stake in Repco Home Finance for a cool $27.7 million. For the purpose of growing, expanding and even maintaining its position in the market, a lot of capital will be needed and thus the association will be a long term one. Though they have no clear categorisation, it is the overall industry opportunity that guides their investment in India. Be it Repco or HDFC, it goes on to prove that investments being made by Carlyle in this segment are long term in nature. Besides capital, PE firms also bring with them international expertise in terms of technology and management, besides closely monitoring management developments.”

The deal between Indian mortgage major Housing Development and Finance Corporation (HDFC) and the New York headquartered PE giant Carlyle Group set a new record for PE transactions in India. Following the foot steps of ICICI Bank, HDFC struck a deal valued at Rs.26.38 billion (Rs.1,730 per share), which gave Carlyle Group a 5.6% stake in HDFC. The deal was a part of the larger vision of HDFC to raise Rs.31.14 billion by selling 18 million shares. The investment for its first Indian deal was made from Carlyle’s large cap fund (Asia Partners II). HDFC has plans to use a part of the proceeds to maintain its 23% stake in its subsidiary HDFC Bank. A part of the proceeds will be further used to fund growth in HDFC’s insurance (which needs over Rs.6 billion every year) and mortgage businesses.

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Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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THE CHEERLEADERS

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“It costs just $2,500. It’s cute as a Bug. And it could mean Global Disaster. The most hotly anticipated auto show of 2008 isn’t the one set to begin in Detroit next week. It’s the New Delhi Auto Expo, which... managed to beat Detroit to the punch by a week – and $2,500. That’s the sticker price of the most eagerly awaited new car in decades: the Indian-made ‘people’s car’, dubbed the Nano.”

“The car is good to look at. There is a space in the market between two-wheelers and the 800 (Maruti’s small car). It will be a success if they deliver what they promised. And I see no reason why they can’t.”

Jagdish Khattar

Former Managing Director, Maruti Suzuki

“The Nano represents an important inflection point in the global auto industry and in the evolution and maturation of Indian industry. There is great excitement because Tata Motors has introduced the global auto industry to a whole new consumer segment. I believe the Nano will spawn a new debate about manufacturing methods, use of materials, energy efficiency, & transportation.”

C. K. Prahalad

Management Guru

“The Nano is a stripped-down car with a 624 cc four-stroke engine that can seat four passengers. The car is a feat of engineering - it’s made from plastic parts held together with adhesives - and meets all India’s environment standards. Partly because of the visibility of the project, the Nano has become a lightening rod for criticism on the environmental impact of cars.”

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Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Dr. Fix-it; is just a call away!

When IIPM comes to education, never compromise

‘Telemedicine’ emerges as a big business in India

Colour my world

Whenever you think of a colour, do you feel something?
Or whenever you feel something, do you think of a colour?
Confused? Let’s put it this way... When you think of ‘purity’, which colour do you think of? Probably white.
When you think of ‘passion’, which colour do you think of? Probably red.
When you think of ‘peace’, which colour do you think of? Probably white.
When you think of ‘cool’, which colour do you think of? Probably blue.
When you think of ‘freshness’, which colour do you think of? Probably green.
Not just feelings, our association with colours has extended to products too.Try this...
If it has to be a detergent, which colour should it be? Blue!
If it has to be a lemon soap, which colour should it be? Green!
If it has to be a beauty soap, which colour should it be? White or Pink!
If it has to be an environment-friendly product, which colour should it be? Green!
It doesn’t stop here. Think of this...

COKE is RED
LIRIL is GREEN
NIVEA is BLUE
MAGGI is YELLOW

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Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global The Indian Institute of Planning and Management (IIPM)
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Our time is now!

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The time to ‘Do’ is here and now…

Don’t blame me for that gregarious statement, blame the CEOs of leading companies of the world, who have dramatically increased shareholders’ wealth and even employee satisfaction manifold in one electrifying shot by the simplest of simple strategies – by royally kicking out thousands of their employees! Astounded at the paradoxical statement? Eat this: When HP decided to cut 14,500 jobs by the end of 2006, its share price continued rising by more than 50%. And the scenario has been the same throughout recent history since 2000. Honeywell International threw out 6,500 (5% of their workforce). Lucent Technologies – 20,000 workers! Kodak – 37,000 jobs. The highly profitable AT&T – 24,500 workers! And the father of all retrenchment drives, “Neutron” Jack Welch, threw out a soul stopping 500,000 people from GE and subsidiary firms (Multinational Monitor data); GE is the only corporation that has ever featured continuously in the Fortune 500 list ever since its inception in 1955, having contributed the maximum regular returns to shareholders internationally.

So how in heavens does one resolve the utterly confounding relationship that an increase in the number of layoffs increases “employee satisfaction” by leaps and bounds; which consequently makes the shareholders’ wealth skyrocket? Firstly, the connection between employee satisfaction and shareholders’ wealth has been proved through innumerable surveys – with the undisputed authority being the benchmark annual 2006 Sirota Consulting’s Enthusiastic Employee report (Wharton School Publishing) with a hugely statistical dataset compiled since 1972 till date, comprising “millions of employee responses” from predominantly Fortune 500 firms. In one splendiferous research on 750,000 employees, the survey reveals how, in 2005, firms that had “higher than 70% average employee satisfaction” showed shareholder value increases that were more than the industry average by a colossal 240%. And those that had low employee satisfaction gave shareholder returns that were despicably 188% lesser than the industry average (In 2004, the figures were a positive 267% and a negative 170% for high and low employee satisfaction corporations respectively). Even the world renowned Watson Wyatt survey proved how “employee satisfaction mattered” too significantly to increasing shareholder value, and how “companies that ignore it, do so at their financial peril and that of their shareholders.”

But what froze me right in my tracks was the incredibly chilling and mind moving study of Stark and Mallory (Harvard Business School, Working Knowledge) – now considered a totem pole for HR heads worldwide – which, once and for all, proved that “employee commitment and employee mobility are NOT inversely related” and that even with high levels of turnover, an organisation would and could still consist of highly committed workers. “How’s that?” you might exclaim! The ever referred to research, The New Workforce Reality (now considered a commandment on factors affecting employee satisfaction), a collaborative study by the Simmons School of Management, showed how a stupendous 80 to 90% of employees in organisations globally considered four factors – “rewarding of good performance,” “the organisation treating everyone fairly,” “opportunities for promotion,” and “learning opportunities” – as being the most important factors defining their “Ideal Job”. Astoundingly, ‘job security’ did not even find a mention in the massive study! So where’s the connection? Gut wrenchingly, excellently performing companies don’t even give priority focus on employee satisfaction (KPMG 2005 International Survey; pp 24), rather, simply on ‘fairly’ rewarding great performances and providing learning and promotion opportunities! Because outstanding CEOs know very clearly that for productive employees, those are not the financial salaries and monetary perks that keep them satisfied; but a fair and logical assessment of performances, not just their’s but of everybody around them, where promoting or protecting an incompetent employee – however ‘committed’ the ‘unproductive’ employee might be – results in mass dissatisfaction.

Therefore, excellent CEOs continue, ruthlessly, to throw off unproductive yet committed employees, year after year. GE throws out the bottom 10% of its workforce every year. Think that’s high? Consider this: forget retrenchments, even the voluntary annual turnover rates of US firms now touch over 30% (Manchester Consulting study). So what’s the learning my dear CEOs? You heard me right the first time. TO HELL WITH ALL THOSE EMPLOYEES... err, just the unproductive ones, if you don’t mind :-)

Edit bureau: Surbhi Chawla

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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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And don’t even think of confusing these ads with a desi connect, with those run-of-the-mill corporate social responsibility endeavours. Instead these zingy communications are engineered to give respective brands the oomph factor to rise above the clutter. Says Shrivastava, “Through this ad, we have taken thought-leadership in the segment and steered clear of the me-too/ my-network-is-better approach that other telecom players have taken.”

At this point, it may be worthwhile to differentiate between ads with a social sensibility and patriotic advertisements. Sure Tata Namak has come up with a tagline as bizarre as ‘kyonki maine desh ka namak khaya hai’ and the Rajnigandha paan masala ad talks of Indians buying off the East India Company today, because they ruled over the country for years (sic!); and there’s a deluge of brand communications (remember AR Rahman and Airtel’s Vande Matram album), around every Independence Day celebration, geared to appeal to the patriotic sentiments of the junta. Besides, the Hamara Bajaj campaign stands as a towering and long-running testimony to nationalistic jingoism that makes for successful branding initiatives. But new age ads with a social fervor are far outclassing these, both in terms of creative kudos as well as their ability to rise above the clutter. Such communications peddling their unique brand of Indian-ness come packed with slick and sexy storyboards, and are in tune with the times, to appeal to the young and aspirational demographics of the Indian market. And while the make-believe advertising world, showing a lot of skin or backslapping humour is not going to do the disappearing act anytime soon, a new breed of advertising is clearly emerging, which seeks to associate with the realities of everyday life for an average Indian.

So brands that earlier flogged beauty, confidence, motherhood, glamour, et al, are now exploring new and real areas of consumer connect. Kumar Subramaniam, President, Meridian Communication believes that attaching themselves to social causes and establishing an everyday bond with consumers is a good way to make the brand connect. “As a country, we are moving up the chain with increased prosperity and fulfillment of basic needs. Across categories, most products and brands have moved beyond offering basic category benefits. And these brands are now on the lookout to connect with consumers at a deeper level,” he explains.

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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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Tata AIG General Insurance Co. Ltd.

When IIPM comes to education, never compromise

Tata AIG General Insurance, a JV company between Tata Sons and American International Group (AIG) is well positioned to take advantage of India’s burgeoning economic growth in the coming years. The company’s recent focus is on the retail segment, which constitutes 57% of its business. Tata AIG is well-equipped with an ideal bouquet of insurance products for covering risks of individuals as well as corporates. In the corporate field, it has designed specific products for both global blue chips and local marketers. It tries to cater the demands of each institutional category. It is all set to leverage its global experience in the de-tariffed market to further increase its market share in India. Smooth credit flow, innovative products, technology and smart business management skills are its key differentiators. But as the insurance business becomes more commoditised, customer services will determine the winners.

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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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Jedi Knight

IIPM, GURGAON

The king in premium bike segment. Now, it has decided to attack Hero Honda’s 100cc domain.

TThere is a paradigm shift in Bajaj Auto’s boardroom and the company’s decision-making process. Whether it is the launch of Pulsar 220 DTS-Fi & XCD 125 bikes, or the ‘patented’ battle with TVS, Bajaj is no longer ‘hamara’ or ‘tumhara’ anymore. Today, it has made the transition from being a scooter manufacturer to a motorcycle maker. It has shed its image of selling low-priced two-wheelers and is more associated with premium power-bikes. Bajaj is clearly the ‘hunk’ today.

The launch of the Pulsar 200 and 220 consolidated Bajaj’s domination in the premium motorcycles segment. In fact, the two launches were mandatory to ward off the challenge from Hero Honda’s Karizma (223cc), the only model in the sports bike category. However, Pulsar remains the undisputed leader in the premium category. With a market share hovering close to 62%, Bajaj sold nearly 5,50,000 premium bikes between April-October 2007-08.

Bajaj started its scooters-to-powerbikes transformation in the early 1990s, but the real brand association with powerful and sporty bikes is less then a decade old. Along with collaborations with Japan’s Kawasaki and Europe’s KTM, the company is on its way to become the country’s first super bike manufacturer. The innovative ‘Pro-Biking’ stores have proved to be a rage in urban India with customers connecting powerbikes with Bajaj. However, Hero Honda has virtually monopolised the smaller, 100cc bike segment. Its Splendor is a super-successful model and the company continues to leverage on it as it launched Splendor+ and Splendor NXG. It appears that Hero Honda will remain the leader in motorcycles for some time as volumes will always be higher in the low-priced, entry segments. In 2007-08, Bajaj’s sales of 100cc bikes were just a fourth of Hero Honda’s. But Bajaj is not willing to give up easily. It launched XCD 125 DTS-Si. Exceeding expectations, the model went on to get close to 60,000 buyers in the past two months ago, largely because of the affordable price tag. Says Amit Nandi, GM (Marketing), Bajaj Auto, “The XCD’s compelling package of outstanding fuel efficiency, 125cc performance and fresh styling, has received very high degree of consumer acceptance. Our ability to sell is only constrained by our inability to produce more. On the asis of the market response and sales, XCD is proving to be a knockout performer.”

In many ways, the XCD has changed the existing rules of the 100cc game. Till recently, the 100cc segment was synonymous with low prices and lower maintenance and mileage costs. But Bajaj got all analysts wrong by coming out with a larger capacity engine, and a radical product that had everything a 100cc product has, in addition with more style and power. The XCD eradicates the need to compromise between power and mileage with its eclectic marriage between ingenuity and cutting edge technology.

Bajaj Auto managers contend that “the customer is losing interest in 100cc bikes, which will soon lead to the demise of this segment. We are not exiting the 100cc customers, we are exiting 100cc products by offering the buyers a better product.” The company’s main focus is on its DTS-Si technology that promises to deliver future growth. However, auto-expert Murad Ali Baig sounds a word of caution: “Bajaj has been innovative and the DTSi technology has been popular. But the sheer reliability of Hero Honda models, coupled with excellent re-sale prices, keeps it ahead. Hero Honda has not failed, even if it is less glamorous.”

For Bajaj, a not-so-authoritative 24% share in the entry segment is discomforting. However, things are looking up a bit after the XCD launch. “Many dealers ran out of stocks of Platina and XCD. What is hugely encouraging is that this demand upsurge continues even after festive season, with estimatedly 20,000 customers in queue for XCD,” according to Bajaj company. Bajaj is satisfied with its progress in higher segment bikes.

Archrival Hero Honda (which started the premium game) is in the market but things are turning out difficult for the bike giant. Its premium offerings like CBZ Xtreme, Karizma and the recently-launched Hunk 150, have not blazed the markets and Hero Honda has found it tough to better its 10% market share in the premium segment. “Hero Honda dominates the 100cc market that comprises 65% share of the overall market. It’s old, but reliable, brands still sell. Expect at least four new models,” says Baig.

Together with Bajaj Finserve, one of the largest financial companies in terms of capital reserves, Bajaj Auto has successfully established itself as an admired bike manufacturer in India. It is a company, which changed the two-wheelers market dynamics. After being a slow starter in the bike segment, and after being left way behind by Hero Honda, it has found the guts and the products to fight the might of Hero Honda.

However, the biggest challenge for Bajaj is to find a way to play the volumes game, as it did in the scooters’ category. Since it has been forced to focus on premium bike segments, the unit sales don’t provide adequate economies of scale. And that has a negative impact on costs, prices, and profitability. The company’s think tank feel that the XCD will enable it to boost volumes, but then the company will need to add more models and variations in the same cc category.

At the same time, Bajaj is fighting a battle with TVS over who has the right to the new DTS-Fi technology. Since the continuing popularity of the Pulsar is because of this technology, any legal hiccups can stop Bajaj’s dream ride in the premium segment. TVS has claimed that the technology was developed by it and, hence, it has the right to its patent, therefore, Bajaj can’t use the technology for its models. If Bajaj loses the case, it will mean the end of the Pulsar. The pulse is running fast in Bajaj’s boardroom.

Written by Karan Mehrishi, with inputs from Sachin Bharel

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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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Toast with style...

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Designed by Steven Weinberg, these Crystalline Toasting Flutes look anything but a figment of human imagination! The festive flutes from the crystal house, Swarovski, with stems rolled with clear crystal inside and a faceted clear base with such perfection that even the most finicky ones would be left bedazzled! Go ahead, raise a toast in style! Price Rs.19,495 (for a set of two).


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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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Off springs of success

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Those who feel that the relatively lesser known agency that has Kumar Subramaniam as its President and Rensil D’Silva as its Executive Creative Director, might have a clientele that would be easily flip-able, are in a for a shock. The clients that this agency has mustered in its little existence are Arvind Mills, Dockers, Radio City, Himalaya Drug Company, INX Media, with many more in the pipeline. When asked about what sets the agency apart, Rensil is straight-forward, “I don’t believe in philosophy of differentiation at all. Everyone is doing their own sweet job. We are here to provide strategic insight to our clients and that has been the rationale behind us bagging clients such as Arvind Mills, Radio City et al. Our work should stand out and nothing else.”

Meridian might be coming from the O&M family but the hard reality is that on several accounts it will be pitched against its parent – O&M and comparisons between the two are inevitable. Kumar agrees and puts forth his point of view, “We are not even looking as us against them (the O&Ms and McCanns of the world!). All I know is that clients would obviously be valuing high quality work. And at this point of time, we are focusing more on procuring high quality talent and deliverables that would give us a strong standing in the market.”

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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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Idea and Tata Indicom are still trying to get the right number...

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No buzz... no biz!

Idea and Tata Indicom are still trying to get the right number...

A German scholar once said, “Even strongest have their moments of fatigue.” K.M. Birla and Ratan Tata, the two behemoths of Indian Inc. would definitely nod their heads in silent approval, if not disagree completely. The two may be taking strides in global business arena, with Ratan Tata acquiring Corus and K.M. Birla gobbling up Novelis, however, a glance at Indian telecom sector and it’s not tough to comprehend what fatigue we are referring to. Tata Teleservices (Tata Indicom) and Idea Cellular, the respective telecom service companies of the giants, are having a trying time connecting to customers as they agonise over 5th and 6th positions, respectively.

But, why are we talking about their agony, when the reference is to the No.3 player. Interestingly, No.2,3,4 players; Reliance, Hutch and BSNL are so close to each other in terms of subscriber base that they can easily be clubbed as one (see chart). Now, while these players are also far from the No.1 slot, their individual might in specific circles, at least grant them a level of leadership in the sweepstakes.

Coming back to Idea and Tata: Not only they are far behind the giants like Airtel, Reliance, Hutch and BSNL but both the players have also failed to grab a minimal 10% market share despite the strong growth exhibited by the sector in the past two years.

In spite of having the Tata Group’s deep pockets, its worth-a-million-dollars tag along with the celeb couple – Ajay and Kajol as its face, Tata Indicom has failed to make a place for itself in the CDMA space, alongside Reliance’s leadership position.

“A high quality 3G-ready network and an extensive branded retail presence are sources of our competitive advantage...” says Ashok Sud, President –Corporate Affairs, Tata Teleservices. The past month witnessed the service provider go on a advertising binge positioning its service as one that ensures ‘Clarity in Communication’. The group has also earmarked Rs.4,000 crores for expansion during 07-08. Idea, on the other hand, showed renewed energy after the take over by Birlas but real numbers are not happening for this marketing events friendly player. Its model is to strengthen its presence in its existing circles (it operates in 13 of them). However, where Bharti, BSNL and Reliance control all 23 circles, Idea lags behind with just a 60% presence in the telephony market of India. The two laggards of the telecom sector aside, even players like Hutch, BSNL and Reliance are far behind the market leader – Airtel which is ahead of the trio by a huge margin. With monthly subscriber additions touching an all time high of seven million, Bharti continues to lead with over two million additions in June 2007. With telecom sector redefining the meaning of growth, let’s see how the players arm themselves against the mighty Airtel. If they continue at the old snail pace, a bigger danger called Vodafone might dwarf them even further...

Edit bureau: Devdeep Singh

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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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They don’t believe in differentiation, yet plan to cut their own path to the top...

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To be an Ogilvy and Mather (O&M) in the highly competitive advertising industry is undoubtedly a matter of great pride. What’s even more elevating is to be an offshoot of O&M – one of the top 5 agencies of the country. O&M has already given advertising world a David and July 17, 2007 marked the re-launch of its second agency – Meridian. With the recent merger of David with Bates Enterprise (the merged body is called Bates David Enterprise) one is slightly sceptical of success of the entity which remains. However, the relaunching activity seems to be first step towards strengthening Meridian. Says Piyush Pandey, Executive Chairman & National Creative Director, O&M (India and South Asia), “The purpose for this re-launch is to give a thrust to the business and also to ensure that we carry forward the values that we stand for.”

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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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Slogans/Strap-lines

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A globally respected ad guru dismisses this aspect with “It’s a lie that you must have a strap-line/slogan in your ad. These are mostly pathetic exercises in shallow word-play or meaningless phrase.”

He goes on to cite popular examples – progress is our most important product. Tomorrow’s technology, today… and the most chilling cliché of them all, committed to the relentless pursuit of excellence!

Fact is these corny, pontifical, posturing, benign gyaan- driven lines necessary? The consumers don’t give a damn and even within the ad-frat few pay attention. Then why on Earth do they still exist? “Because” says Shantiniketan trained, New York based art director Piya Sen, “Some dumb luck boss-man decades ago got hysterically attached to the letter, not the spirit of how ads should be written and insisted that no ad go without it. The die was cast. The seed was sown.”

At the end of the day, with exceptions (Just Do It, Nike) slogan straplines are there to please clients or politically correct bosses. Nothing more. If an ad does what its meant to do — entertain, engage, enthral, enlighten, empower — it doesn’t need a strap-line. If it doesn’t, the greatest slogan can’t viagrise it.

Just Do it is breakthrough stuff only because it epitomises the attitude of people reading it, not the company. It’s not about making shoes for people who do it. See the difference? So next time you see an ad, don’t forget to zero-in on the strap-line… it’s likely to keep you in splits all day!

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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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RATIONAL BENEFIT

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RATIONAL BENEFIT There was a time – far away and long ago – when rationality was equated with substance and a logical proposition invariably earned respect, credibility and positive customer response. Hate to rain on your parade, guys, but that’s all sepia-tinted history residing in an ocean of mothballs! Look around the ad-space and you’ll see tones of stuff that are totally irrational — and rocking! The Cola ads are excellent examples, as are Happy Dent, Alpenliebe, Mentos, Surf, Airtel, Hutch, Naukri.com, Pond’s, Cadbury, Fevicol…. Remember the iconic series on PORCHE? The ads were classic examples of zero-logic communication with send-up lines like ‘Too Fast. Doesn’t Blend.’ ‘People will talk... old cars go to yards, old Porche’s go to museums.’

Who can forget the other classic, VW, with the amazing line ‘It’s ugly but it works’. My personal favourite remains the stunningly evocative series for Norwegian cruise line, which seemed to amplify inaudible whispers of the soul with lines like…. ‘I will be naked more, I will memorise clouds. There is no law that says you cannot study a sunset… or make love at 4 pm on a Tuesday.’ To the purist (and kill joys) it may not be logical and rational but it remains intensely human. If we eavesdrop on peoples imagination and dreams and respond, chances are when they morph into customers they will return the compliment…

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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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Surely, the 21st century belongs to developing economies and many more global CEOs from these very countries...

When IIPM comes to education, never compromise

“But of course, during the last five years, the number of Indians in key positions across the globe has definitely increased!” Ravi Thakran of LVMH does a quick backtrack on his earlier statement to us. Think about the possibilities of prospective Indian CEOs. Take the case of Intel globally. When we met Rahul Bedi, Director, South Asia, Intel, the enthusiasm in him was flabbergastingly electrifying, “When I joined Intel, we had no campus, we operated out of a leased building. There were just 700 people at that time. The journey has been as exciting as you see it from outside.” And for that matter he’s not the only Indian heading Intel’s various divisions within the nation. Praveen Vishakantaiah, Director, Digital Enterprise Group, Intel; Sandeep Shah, Director, Mobility Group, Intel; Sandeep Aurora, Director Sales and Marketing Group, Intel... If you want names, we’ll give you names! If you want designations, we’ll throw them all wherever you want us to! Rest assured, we personally walked around Intel’s campuses, got to know all of them, and walked away believers!


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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.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Indians, Indians and more Indians...

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If it were just a matter of which Indian is amongst the top after a stint in India, then we guess Sanjay Khosla easily takes the honours for the corporate walk of fame. The Fortune 500 firm, Kraft Foods, in January 2007, named Sanjay Khosla (coincidentally a Unilever veteran with experiences in India and Europe for 27 years) as the President of its $11 billion business, outside North America. Sanjay joined Kraft after already having been the global Managing Director of the reputed $3 billion Fonterra Group.

Indians, Indians and more Indians... It just seems Indian CEOs are making a habit of taking over worldwide positions. As our cover page appropriately lists out, from Citigroup to Standard Chartered, from Vodafone to AT&T, from United Airlines to Coke, companies have promoted Indianhonchos to global positions with outstanding expectations. And this despite cases like Sanjay Kumar making ignominious headlines – Kumar was the former global CEO of Computer Associates Inc., the world’s third largest software producer; and was sentenced to 12 years imprisonment for undertaking accounting fraud.

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.
When IIPM comes to education, never compromise
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

BRAND : Bournvita

When IIPM comes to education, never compromise

BRAND : Bournvita
AGENCY : O&M
BASELINE : NA

DESCRIPTION: A few kids come together in the middle of the night and head for the stadium. They switch on the floodlights and put them in rotating mode. Then, the kids go home, wake up their mothers and tell that it’s morning: so that they can have their latest Bournvita 5-Star Magic drink. The mothers go to their respective balconies to check, realise they have been fooled and end up laughing. In the end, the V.O. says, “Ab 5-Star taste mein tan or man ki shakti, Bournvita5 Star Magic itna tasty ki karenge kuch bhi.”

4Ps TAKE: Cadbury’s out to woo more young ones to its Bournvita camp - and what better way to do it than by latching on to the popular chocolate taste of 5 Star. Targeting kids and their mothers, the storyboard is interesting and cute, depicting today’s smart kids. And guess why they think out of the box? Yes! Because they drink Bournvita! An easy way to rake in more consumers, eh?

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.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

BRAND : TVS Apache - It’s now or never

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BRAND : TVS Apache
AGENCY : McCann Erickson
BASELINE : It’s now or never

DESCRIPTION: A professor is teaching Newton’s laws. Explaining the first law, he says, “All objects continue to move at a steady speed unless acted upon by an external force” and a TVS Apache bike is shown moving at rocket speed. Next, the biker giving a lift to a pretty girl, while the professor continues with the second law: “The force applied on object which causes exhilaration and greater the force, greater the exhilaration.” Next shot, many girls ask him for a lift, but the babe sitting behind him shows them the thumbs down. The professor discusses the third law: “For every action, there is an equal and opposite reaction.” Cut to the guy reaching the same classroom. Professor asks him why he’s late; he says, he was taking practical classes.

4Ps TAKE: First we saw Bajaj actively promoting its Pulsar range and Hero Honda introducing its ‘Splendourful’ bike; now it’s the turn of the number three in the segment, TVS to peddle its wares. TVS Apache does the honours with its RTR160 range. The single-minded focus is to target the college-going youth using Newton’s laws in a most ‘innovative’ manner! The USP of the brand is, of course, its speed (which youngsters love) while the single-minded focus is to attract the speedsters. The lingo and the execution are exactly what the younger generation ordered! So all you guys out there – hit it off with this ad yet?

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.
When IIPM comes to education, never compromise
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

BRAND: Airtel

IIPM - Admission Procedure

BRAND: Airtel
AGENCY: Rediffusion DY&R
BASELINE: NA

DESCRIPTION: The driver picks up a kid from school but as the kid is about to sit in the car, it begins to drizzle. Instead of getting into the car, the kid removes his jacket and runs toward the fields; then, he stands on the edge of a rock and screams in joy. He runs into the jungle and even swings on tree branches! Finally, he enters an abandoned house, calls up his father (using his Airtel connection), asks him to shut his eyes and just enjoy the sound of raindrops (on the phone!). In the end, the voice-over says: “Kuch bandhan atoot hote hain, jaise ki Airtel ka connection.”

4Ps TAKE: Give this to Airtel and Rediffusion DY&R: they know all about that all-important mantra called emotional connect. The brand now builds on the father-son relationship, after cashing in on the grandparent-grandson one. The power idea is to promote its strong network that doesn’t lose its connectivity – even when one is in the deep woods! The story-board is cute with the oh-so-sweet little kiddo wanting his dad to partake of his share of fun. The communication is bang on: the voice-over speaks about the ‘atoot badhan’ referring to the powerful connection Airtel offers, aptly comparing it with the father-son relationship. As always, the main USP of ‘connectivity anywhere and everywhere’ is positioned clearly. Like father, like son – and this bonding and branding is so like Airtel! Great connect, as always!

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.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!