Thursday, March 27, 2008

Now over to the idiot box!

The following points are the governing criteria for selecting and short-listing the winning TVC ads: clarity in positioning products; clinching benefi t to the brand; presence of a power idea; visibility of brand personality; expectancy of communication; single-minded focus of a message; reward to the prospect; visually arresting and painstaking craftsmanship. Here’s a peek into our TVC verdict for the fortnight ended July 16, 2007. Ready to groove?


BRAND : Vote for the Taj
AGENCY : Capital Advertising Pvt. Ltd.
BASELINE : NA
DESCRIPTION: A blind Capital Advertising Pvt. Ltd.:- Vote for the Tajkid is distributing pamphlets on a busy pavement saying ‘Taj ko vote deejiye’, but the pedestrians are not bothered: they throw away the pamphlets, some without even looking at it. Suddenly one of the fallen pamphlets catches the eye of a young man who is on his way to office and the blind boy tells him that he has heard that the Taj is very beautiful and innocently requests him to vote for the Taj. The patriotic tune of “Saare jahan se achcha,” plays in the backdrop as the caption reads, ‘The beauty of the Taj inspires us all. Vote it one of the world’s new seven wonders.’

4Ps TAKE: Touching storyboard and one that’s working effectively on reverse psychology: people don’t have time to vote for the monument that does them proud across the globe, but a little blind boy, who can’t even see the Taj is egging people on to vote for the monument of love. Pulls at the heartstrings – and how! Sponsored by Airtel, this global campaign eggs on Indians (obviously Airtel users) to get into the messaging mode and vote for the mighty Taj. The power idea is to encourage proud Indians to vote for this most beautiful monument in India, and give it pride of place in the Seven Wonders list. The agency took the emotional route to reach out to the target audience. And though predictable, the ad managed to strike a chord. We hear now that Taj has made it to the list; so maybe Airtel had a small part to play in that! Just goes to show what effective communication can do: in this case it worked ‘wonders’, literally!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

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

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Monday, March 17, 2008

Is Motorola’s CEO in deep trouble?

As Edward Zander Motorola's CEO is in deep troublesecond-quarter sales at Motorola – the world’s second-biggest maker of mobile phones – fell way short of what the company’s CEO Edward Zander had predicted in April, there’s a buzz in industry circles that Zander’s job may be in a danger. Motorola’s sales fell to between $8.6 billion and $8.7 billion – much below the $9.4 billion Zander had anticipated. And it is now being felt that other than cost-cutting and laying off workers, the CEO has completely failed to come up with any worthwhile strategy (Zander has already eliminated 7,500 positions and, in the process, cut costs by $1 billion). In the first quarter of this fiscal, Motorola reported its first loss in three years, and Nokia and Samsung won over more market share. So is it the time to give Zander the golden handshake? We didn’t say it – the industry is saying so.

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...
IIPM Economy Review

These are some more IIPM sites :-
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http://iipm-mba-bba-institute.blogspot.com/
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http://iipm-top-institute.blogspot.com/
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http://iipm-leadership-skills.blogspot.com/
http://dare-to-think-beyond.blogspot.com/

Tuesday, February 26, 2008

Rupert Murdoch: News Corp....


IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES

Rupert Murdoch: News Corp. Sunil Mittal: Bharti-Airtel Bill Gates: Microsoft Mohammad Bin Dha’en Al Hamili: OPEC K.M. Birla: AV Birla Group Vijaya Mallya. UB Group

CementRupert Murdoch: News Corp. Sunil Mittal: Bharti-Airtel Bill Gates: Microsoft Mohammad Bin Dha’en Al Hamili: OPEC K.M. Birla: AV Birla Group Vijaya Mallya. UB Group is emerging as a bit of a cause celebre for analysts who think a majority of Indian companies brazenly form cartels. Since the decontrol of cement prices in 1989, collusive price fixing exists in the sector. Of late, the matter was in the news again as the government said that they had concrete evidences against Grasim, UltraTech, ACC and other players that prices are being fixed and were consequently slapped by the notices from MRTPC.

In the race for market share and the quest for bridging the vast demand-supply gap, Grasim & L&T and ACC & Gujarat Ambuja (owned by Swiss cement giant Holcim) asked dealers in Mumbai to exclusively sell their cement bags for a commission or face a halt in supplies. “We have been told we would get about Rs.2.25 extra per bag if we exclusively sold products of both these cement majors,” one Mumbai-based dealer was quote saying in a leading financial daily. Cement companies have used the demand- supply mismatch equation to justify the pricing, A.K. Jain, Whole time- Director, ACC, says, “Cartels don’t work because of the level of fragmentation. However, it gives an impression that there is a cartel in terms of prices. Cement behaves just like a commodity. So the prices of all producers more or less move together. It is not possible for one producer to have a very high price and another to have a very low price. So, if one producer raises prices, everybody else also increases prices and vice-versa. Therefore, it gives an impression that someone is sitting somewhere and controlling the prices.”

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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 Mumbai Parables - Stories that change life
IIPM International Student Exchange Programme
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
IIPM :- Cicero's Challenge is going global
The Indian Institute of Planning and Management (I...
Time for Awards at IIPM

Tuesday, February 05, 2008

The tears of joy


IIPM Mumbai Parables - Stories that change life

‘BeautyJ P Singh, Managing Director, BAUSCH & LOMB lies in the eye of the beholder.’ And if your eyes were once hidden behind those woefully staid spectacles, here’s a company that has upped the hip quotient by giving you the license to perfect that come-hither look. Bausch & Lomb, a generic name for eye-care, has pioneered the movement from spectacles to contact lenses. Bausch & Lomb Eye care (India), a wholly owned subsidiary of Bausch & Lomb (USA) entered India in 1992. Immediately capitalising on the first mover’s advantage, Bausch & Lomb completely revolutionised the Indian eye-care industry. Today Bausch & Lomb can boast of market leadership with an enviable 70% market share (according to AC Nielsen). And the man behind this movement in India is J.P. Singh, Managing Director, Bausch & Lomb (India). An MBA from IIM, Kolkata, J.P. Singh joined Bausch & Lomb in 1994.

It was an afternoon appointment, as we struggled through the routine traffic woes on the Delhi-NCR roads, in the scorching summer heat. When we first came face-to-face with J.P. Singh, we were promptly taken aback. The first thing that you notice is, this man – the MD of India’s largest contact lens company – is wearing spectacles and lo & behold that too with thick glasses! Now who would have thought that. Another question that cropped up in our mind: do people still prefer wearing glasses and consider lenses as a mere fashion accessory? Struggling to keep the thoughts to ourselves, we asked J.P. (as he likes to call himself) the same thing. He sheepishly replied, “My eyes have some problems on putting lenses for a long time.” However, he went on to explain how difficult it was to break the cult status that the somewhat hideous spectacles had acquired. States J.P., “Way back in 1996, the Indian optical industry was dominated by spectacles and to establish Bausch & Lomb in the next 4-5 years, we had given ourselves an internal objective – a slogan called ‘Optics India 2000’ and surely by 2000, we had made a dent in the regular spectacles market and established ourselves as soft contact lenses provider.”

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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 International Student Exchange Programme
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
IIPM :- Cicero's Challenge is going global
The Indian Institute of Planning and Management (I...
Time for Awards at IIPM
STUDENTS AGAINST CORRUPTION & KICKBACKS : SACK
Heavy dut(t)y stress Sanjay Dutt Bollywood Actor
The Business of B-School Rankings & The Big Farce


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Monday, May 08, 2006

Tracking the pulse of adrenaline

Nature is playing a major role in cruise liners offering big bargains to travel aficionados this season. Incidents like the tsunami, howling hurricanes and recent incidences of traveller disappearances are deterring vacationers from opting for cruising on the high seas, and cruise business marketers are pulling out all stops to lure seafarers this season.

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IIPM Info, Click On

Source:
IIPM Editorial, 2006