Monday, September 29, 2008

And quietly it dies

The plan to clean up the Yamuna is flawed. It is based on the concept of interceptors, which may not work due to lack of freshwater reserves. By SAURABH KUMAR SHAHI
There is a thing about river cleaning projects. Whether you really clean a river or not, the results can seldom be assessed through the naked eyes. All the other parameters are relative and ambiguous. No wonder, various governments have been able to use the lacunae for their benefit. This is true in the case of both the ambitious projects to clean up north India’s Yamuna and Ganga rivers.

Let’s talk about Yamuna first, whose clean-up drive was initiated by the Delhi government. First, the facts: close to Rs.1,500 crores has been spent in an attempt to clean up the 22.4 km stretch of Yamuna in Delhi. It is being done through the “interceptor plan.” Even if we don’t consider the financial implications, there are other loopholes in the project. Firstly, there is problem at the sewage assessment level. The project is not based on any bonafide estimate of the quantity of sewage that is spawned in the city.

In addition, the project overlook similar failures in other places such as Agra and Varanasi that are situated at the downstream stretch of the river. So, the conclusion is that even if cogently pressed through, the river will require millions of litres of freshwater to dilute the intercepted and treated mess. The question is: are there enough freshwater reserves?

Actually, the interceptor plan is nothing but a watered-down version of the Rs.3,150 crores scheme, originally mooted by the Delhi Jal Board in 2006. It involves laying 50 kms of interceptors, 2-3 metres in diameter, to intercept 150 small drains discharging into three major

The Delhi state government plans to add another 50 kms of sewers at a cost of Rs.1,950 crores along the three major drains to intercept sewage from 150 minor drains, from where the sewage will be passed on to pumping stations and, finally, transported to the sewage treatment plants. The Centre for Science and Environment’s (CSE) has dealt with the issue of cleaning up of the Yamuna, which is a ‘relatively’ clean river till it enters Delhi but transforms into a murky sewer by the time it leaves the Capital. While the Yamuna Action Plan that focused on sewerage systems has not yielded the desired results, the CSE suggests an alternative rehabilitation plan aimed at minimising waste, and its treatment and recycling closer to the source.

Moreover, unless all the unauthorised colonies of Delhi are regularised and fitted with a proper sewerage system, no government scheme for cleaning of the Yamuna river would be successful. This fact has also been admitted by the union urban development ministry, and the Delhi state government in an affidavit filed in the Supreme Court.

The same is the case with similar plans to clean up the river at other places in India. Agra spent Rs.77.75 crores on cleaning the Yamuna till September 2005; it is the second most expensive town under the Yamuna Action Plan in Uttar Pradesh. But inspite of this investment, the pollution loads in the river in Agra have increased by 180% from 90 MLD in 1996 to 254 MLD in 2005. The faecal coli form count, which indicates the presence of disease-causing micro-organisms, is 25,000 times more than the limit prescribed for bathing.

“In fact, Agra and Mathura have been at the receiving end of pollution from Delhi. The Yamuna’s 22 km stretch in Delhi is barely 2% of the length of the river, but contributes over 70% of the pollution load,” says S. V. Suresh Babu, Deputy Coordinator, River Pollution Campaign, CSE. In Delhi, the river has virtually no freshwater for nine months. Delhi impounds all its water at Wazirabad, where the dammed-up river practically ceases to exist. What flows subsequently is only sewage and waste from Delhi’s 22 drains. There is just no freshwater available to dilute this waste.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
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Wednesday, August 13, 2008

Social networking

Of course, the other ultimately hot topic on the web today is social networking, and 2008 could see a revolution of sorts with Google’s OpenSocial concept, which is currently under development, and would take the concept of Democracy on the Web to a new level. What Linux has done to Microsoft Windows, Google’s OpenSocial concept is expected to do to Facebook, as in this case, developers will be able to build social applications on the web through a common set of APIs. OpenSocial will provide users with more of interesting, engaging & useful features. “There’s a lot of innovation that’ll be spurred simply by creating a standard way for developers to run social applications in more places. With the input & iteration of the community, we hope OpenSocial will become a standard set of technologies for making the web social.” ” said Jeff Huber, Senior VP, Engineering, Google. Potential of social networking is going to grow manifold, as companies will use it to tap potential customers, a case in point being Wal-Mart’s tie up with FaceBook for back-to-school sales. Aficionados of social networking will be in for a treat when Yahoo launches ‘Mash’ in 2008, where they will be able to edit others’ profiles.

Furthermore, this steep surge in development of the web will call for more stringent security applications, especially in chat rooms & databases. There’s speculation that the whole idea of universal access could start being based on mandatory authentication checks wherein specific websites could use complex authentication methods like retina & fingerprint identification to enable access to users. And here again, the year 2008 could well prove to be just the beginning.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
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IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
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Friday, August 08, 2008

Diversified global operations

A notable feature of all high revenue earners this year was the amount of revenues earned as an offshoot of globalisation. Yes, of the 32 companies that earned more than $50 billion in revenues, a swashbuckling 65.63% earned more than 20% revenues from outside America. In this regard, too, the leader was Exxon Mobil, which earned a gargantuan 72.2% of its revenues from non-US customers. Others in this list include HP (66.6%), Dow Chemical (65.9%), Chevron (65.7%) and IBM (63%).

Of those who lost money in 2007, GM, with net losses of $38.73 billion ensured that auto companies retained the ‘tainted’ title (Ford was the odd one with losses of $12.61 billion in 2006), followed by Sprint Nextel with losses of $28.58 billion and Merrill Lynch ($7.78 billion). In all, 57 companies recorded losses of $116.7 billion, a dejecting rise in net aggregate loss of 141.12%. Another 183 companies reporting lower profits for 2007 – a rise of 17.51% in count over last year.

As per Fortune’s Geoff Colvin, “The IMF has lowered its estimates of world growth for 2008, and the higher cost of capital is hurting businesses that need to borrow – which means everyone...” This is followed by the prediction of the US economy weakening further and unemployment rising to an alarming 5.6% as per National Association for Business Economics. With over 56% economists predicting a recession in US as per the report, surely time, profits and even revenues for America Inc. will get harder in 2008. Year 2008 will perhaps even see topline tumbling with US economic growth predicted to grow by just 1.4% in 2008 (from 2.2% in 2007) as Lynn Reaser, chief economist at Bank of America’s Investment Strategies Group confirms, “The economy is still going to be weak in the very near term…’’ Even Ellen Hughes-Cromwick, President, NABE & Chief Economist, Ford Motors professes, “Although housing and credit markets will gradually loosen their grip, US economic growth is expected to ‘only slowly’ return to health.’’ ‘Slowly’, mind you!

Watch out for the 2008 Global 500 list… the count of losers sadly will increase further and winners will remain the same with the glorious top five top-line & bottom-line champions remaining unchanged. And yes, only those with well diversified global operations will score better over last year!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Read these article :-
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Tuesday, August 05, 2008

Club #1, live it! And this ain’t just fancy!

Manav Singh is happy that he’s not carrying mass passengers. He’s also happy that he’s dealing with only HNIs. STEVEN PHILIP WARNER explains the joy and nervousness behind this leader’s passion for flying

He likes playing golf. He’s a fan of rock music, loves driving sports cars and owns 9 chartered planes. Wait, we’re not talking of Tiger Woods here; nor is the reference to the lead singer of some rock band; and no, it’s not Richard Branson either (though our man loves Branson’s autobiography ‘Losing My Virginity’). But, Manav Singh, MD of Club One Air probably has picked up traits from the best in probably every field; something that sets him apart from run-of-the-mill CEOs in the Indian context. Dressed in a purple shirt and tie combination, with keen eyes scanning the ‘strategically’ divided geographical India on the white board in his office, Singh exudes a different aura altogether. Unlike others in the aviation sector, this man deals with high net-worth individuals (HNIs) and chartered planes; and currently boasts of a clientele comprising of the who’s who from both the business and political fraternity of India! “I think that the general airline industry is cluttered, considering the size of the market. Growing at 40% is not healthy for anybody. The airlines just went for an overkill. Healthy growth would mean growing at about 10%,” is how Manav expresses his view on the oversupply in Indian mass ‘air’ transportation.

In sharp contrast to other aviation players, Singh has mastered the Blue Ocean Strategy and has created a niche market for Club One Air. He’s managed to stay more than a kitten’s whisker away from indulging in the loss-making ‘mass’ air carriage business; a business which as per the Centre for Asia-Pacific lost a teeth-rattling $500 million in 2007. Surely, Manav was not ready to give up the hard earned dimes of his stake holders in a jiffy, all in search for quick glory! “I’m happy I stayed away from the general aviation market in India. Our business is growing and we have a growing count of customers,” reveals Manav.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Saturday, July 26, 2008

HR or operations

At Domino’s, these initiatives start right from the day an employee is inducted. And employee has to go through 21 days of induction programme, irrespective whether an employee is joining the corporate or the branch office. “From the day a person joins, till the time he is given his workstation, one person from the HR department completely takes care of the new joinee,” avers Bardoloi. Interestingly, all joinees in the managerial cadre need to spend time in all the departments, be it finance, HR or operations. In fact, Bardoloi too, had spent 22 days in various departments and stores. The front-level employees have 25 days of on-the-job training. First, at the stores, where they observe various tables and then they are sent to the factory where they are taught to prepare the dough, manage logistics et al. Once they are through, they are given uniforms & bikes.


What’s more, the HR at Domino’s believes in easing the communication channel between the employees and management. States Bardoloi, “We try to keep the communication channel open. If the HR receives any query, the person at corporate HR or regional HR needs to reply ASAP. This motivates the people that there is a department who takes care for these queries. The communication level should be 100% clear and instant. In fact, at Domino’s the processes and financial data is very transparent.”

Domino’s India works very much in tandem with Domino’s International. So the QSR giant is trying to bring all its policies and initiatives to the Indian subcontinent. The latest being the globally acclaimed Domino’s University. Domino’s India recruits people with a minimum qualification of 10+2, so anyone who wants to be a part of this organisation need not be a graduate or a post graduate. Asserts Bardoloi, “We are in the process of opening up a Domino’s University in India. We sponsor all the 10+2 qualified employees, who have stayed with us for six months or a year. The company will reimburse 50% of their higher studies.”

Apart from this, the company also has in place internal training programmes where the internal guidelines are governed by Domino’s International. As part of the programme, employees can take internal tests to go to the next level. Adds Bardoloi, “We’ve various levels like silver, gold, diamond & platinum. Once an employee reaches the platinum level, then his vertical career starts, and he either goes to T&D or quality control department. We ensure that every person reaches the platinum level in 0-7 months and becomes Assistant Manager (AM) & Senior Assistant Manager (SAM).” And things just don’t end here. For there is yet another programme called ‘Erase A’, in which the letter ‘A’ is removed from SAM and the employee becomes Senior Manager (SM).

Little wonder then that according to Hewitt Survey 2007, Domino’s was nominated as the 16th Best Employer in India and 20th best in Asia. So Hungry Kya for some rib-tickling crunchy delight from this home delivery specialist?

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

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


Friday, July 18, 2008

Passion

Steve Jobs, the founder of Apple once said, “People say you have to have a lot of passion for what you’re doing... It’s totally true.” He meant it when he said that!

It is the marketing passion of Steve Jobs, which has made Apple what it is today. As in the case of the iPhone (which was launched in mid-2007), it was just because of Steve’s passion that within the first 90 days, iPhone was able to capture 20% of the US market. His capturing of 200% more market share than his closest competitor only speaks volumes about the manner in which he pursues his business. The same is true with MacBook. No one had an idea that this very Steve, who was thrown out of Apple in 1985 would come back so strong and launch a MacBook and the world’s thinnest laptop decades later while holding the sceptre over the very same company’s affairs. That indeed speaks volumes about the passion that he has - the passion to carry on in spite of failures and the passion to prove to the world that you would not take things lying own.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

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

Monday, July 14, 2008

lowest prices

And to cater to the untapped population, existing telecom players like Bharti Airtel, Reliance Communications and Vodafone, among others are battling it out hard, providing consumers with the best of the services at lowest prices. The fact that India has the lowest voice call rates in the world has gone a long way in scripting the success story of the Indian telecom sector. Now, with new players like DLF, Unitech and others slated to enter the telecom domain, the prices are set to fall further thus increasing the competition in the sector, ultimately resulting in increased penetration of mobile services in the country.

However, to ensure the smooth sailing of the Indian telecom ship, both operators and regulators must keep a watch on certain factors. As far as operators are concerned, they are confronted with a challenge of sustaining the high growth levels despite such low tariffs and ARPUs (Average Revenue Per User). Low tariffs, not only weigh down the balance sheet of operators, but may also become a disincentive for them, as they won’t be able to fund network expansion and growth to the far-flung areas. More importantly, the Department of Telecom must soon resolve the spectrum row and give a clear diktat over the distribution of spectrum to various operators. “There is a severe paucity of spectrum, which is hampering quality as well as spread of service. While there is a clear subscriber linked roadmap laid down for allotment of additional spectrum for service providers, the same could not be fully implemented due to inadequate availability/ vacation of spectrum by existing user” says Ramachandran.

The need of the hour demands that the operators and the regulator should move beyond existing spectrum rows and instead of fighting amongst each other, gear themselves up to race ahead of, first, the US and ultimately the Chinese telecom sector.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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


B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

Saturday, July 12, 2008

In ‘search’ of excellence!

Yahoo! shakes up its search engine to blow Google away...

It’s a game of ‘tags’ that has been on ever since ’04, when Yahoo launched its very own algorithmic search engine. But that game, since inception, has always had a winner – Google. Always leading with a market share almost twice that of its closest rival – Yahoo, Google made search synonymous with its trade name that can today be found in the world’s leading dictionaries. But as they say, to play ‘his highness’ forever, one has to constantly weed out smaller men or competition, which Google was seen doing very well. Until the current quarter (on October, 2) when the gap shortened considerably in terms of experience, when using Yahoo’s all new search engine.

The ‘search engine’, a core competency of just a few amidst the vast confines of the World Wide Web, is perhaps the single most important factor that directs traffic in millions on websites hosting them. And the most sought after search engines belong to Google and Yahoo playing rivals, followed by the likes of Ask (formerly Ask Jeeves), Live Search (formerly MSN Search) and Alexa, a subsidiary of Amazon.com.

So while Yahoo having once again reiterated that it’s in no mood to play second fiddle, it’s Google that continues to outsmart all and here’s how. In Yahoo’s makeover with an in-built search assist that suggests various options while one keys in words, there seems a sort of a shift in line that suggests the next level in competition. After Yahoo, follows IAC and Microsoft, who have already revamped their searches earlier, in putting up such an application. Also on the search result page, below the box, there is an added box suggesting alternatives to key terms that the user had used earlier. Though helpful, it falls a shade lighter with the platform that Ask provides. Once used, the screen splits into three – with the search box at the left, results at the centre and images and encyclopaedic references to the right, hence deleting the need for the user to go back. As for Live Search, MSN’s cool new avatar, it matches exactly up to Yahoo’s new form with a difference in presentation, of course.

Another area where Google bamboozles the rest is in terms of properties that it owns and displays in tandem with search results. So when you type ‘BMW films’ on a Google page, along with the usual weblinks you also get to see a YouTube video link of BMW’s short films. Harnessing search and search results, Google further consolidates with its extremely successful contextual advertising platform – AdSense. Here again, it’s Yahoo which plays second fiddle with its own version of the relatively new Panama. So while Google pockets almost 75% of the $8 billion spent by marketers on search advertising, Yahoo gets a paltry 16.3%.

Sceptical, is what most seem when questioning Yahoo’s ambition over Google under today’s circumstances, especially on the search front. “The whole point is we want to get you from ‘to do’ to ‘done.’…. — their (users) intents expressed via a few keywords in a search box,” says Yahoo’s official blog. Sounds great and projects very well of Yahoo’s mission to conquer the top spot. That’s half the job done or is it??

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Friday, July 11, 2008

The ‘Third (i)’ of Indian IT!!!

3i INFOTECH : V. SRINIVASAN

The ‘Third (i)’ of Indian IT!!!

So what’s special about this third eye, or 3i Infotech as you know it to be? Well, nothing so special about it being a professionally-run & an IT-led software company; but then talk about the aggression without its borders and you’d surely give a thought to it being...well, special! Acquiring smaller software product companies and then putting all its marketing strength behind it has undoubtedly made 3i Infotech what we know as a IT superlad. “3i Infotech’s key USP is that it has clearly differentiated itself as a software company through a strong focus on software products, along with services to complement its product suite. It started focusing strongly on software products and building an IP-based (Intellectual Property) business model,” opines Harit Shah, Analyst, IT & Telecom, Angel Broking.

Currently, 3i Infotech offers a strong range of software products for the banking, financial services and insurance (BFSI) verticals. “It also has an ERP product, serving the process manufacturing industry and is the third-largest regional ERP player in the Middle East,” adds Shah. The company is also present in the services business with focus on areas like e-governance, which is a potential segment with the Indian government is now strongly focussing on maximising the use of technology to provide more effective governance. Recently, it also acquired Taxsmile.com, which has a product in the e-tax filing space. With India contributing to 31% of its revenues, its geographical mix of revenues also shields it against the fluctuation of the dollar. “The company’s vision is to be a complete solution provider to the BFSI industry,” asserts Shah. Well, having being blessed with that extra third eye, all it takes is a vision & the rest follows...
For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Rolta, relying on…?

ROLTA : HIRANYA ASHAR, CFO

Rolta, relying on…?


Headquartered in Mumbai, Rolta India can well be defined as an Indian MNC. In the past six years, Forbes magazine has ranked the company in its “Asia’s best 200” list for the fourth time. Rolta’s secret can be credited to its dominating presence in Infrastructure and domestic market as compared to other IT companies, which operate in the BFSI segment and international markets. The one thing that the company has strongly focused in the past one year, says Hiranya Ashar, CFO, Rolta, is “the Company’s USP in addressing the niche segments of IT instead of generic IT services segment.” Rolta offers IT-enabled GIS and engineering design services and solutions on varied platforms due to its diverse domain expertise and strong track record of successful completion of end-to-end projects. It has continuously enhanced its strengths and capabilities in all three business areas, adopted and integrated latest technologies through alliances.

May be this is the right strategy for a firm that wishes to achieve a revenue target of US $ 1 Billion over the next 4 years.
For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Thursday, July 10, 2008

It’s all about the “versions”!!!

Bill Gates is a very rich man today... and all because of one word: versions, says Dave Barry, American humourist

Software release process

Software is typically released in stages. The first release to a customer or alpha release is generally an unstable release still being actively developed and debugged but made available to select users so that the developer can test the users’ reaction to it. The second or beta release is more stable and less buggy and closer to a release candidate. And – even though one can find many, many exceptions to this rule – the gold release in theory is thoroughly debugged and stable. Alpha and beta software releases are understood to be risky by both the developer and the user; the user, not the developer, assumes this risk.

The less than thrilling conclusion

However annoyed one may be by it, no one should be surprised that software products do not have the reliability of a Honda Civic. But the cost of software immaturity and unreliability may be a surprise: In 2002, US National Institute of Standards and Technology estimated that buggy software cost the US economy approximately $60 billion. In making a software purchase decision, do you suppose individual or business users consider that software may cost some portion of their revenue in future?

Since 1817, in USA, the legal doctrine of caveat emptor – Latin for “let the buyer beware”– has meant that a buyer could not recover anything from a seller for product defects which rendered it unfit for its intended use. All users – not only American users – of COTS or Web software should surely beware of their next and all future software purchase decision.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Wednesday, July 09, 2008

‘Leading’ Times

Rahul Kansal, Brand Director, The Times of India Group on his passion for the success of the ingenious Lead India campaign
Yong minds hard at Work… is what the shining India is all about. This is also the India that Rahul Kansal, Brand Director, The Times of India dreamed about, waiting for the much needed political reforms. Taking thought leadership in transforming India, one of the oldest newspaper dailies of the country made many sit up and take note with their India Poised campaign. Lately, TOI has given a more proactive shape to their reforms agenda with Lead India. From the very first instance, the campaign has been close to Rahul’s heart as he proudly says, “This is our time and this time is about ‘doing’ and doing now.”

The rationale behind the Lead India campaign?

On Jan 1, 2007, we kicked off the India Poised campaign in which we talk about two parts of India. This campaign provided the masses with a forum to themselves talk about what was the India they envisioned and where it lacks. We got a huge response from people across all walks of life and the Amitabh Bachchan video alone got 2,50,000 downloads on YouTube. From this the issue that came to the front was that India is growing but it is despite the political support and we got thousands of responses from which it is evident that faith in the political system had become an all time low and Lead India is all about rolling up our sleeves and getting on with doing something now.

How did you take this initiative forward?

We started the Lead India campaign on the Independence Day that is August 15, 2007, and invited entries from the people to participate in the exercise of choosing the future leaders. There are many people in India who deserve to be running the country and want to do it, but because of the muck involved in getting in, they shy away. So this basically was aimed to be a shortcut to a political career for the young men and women in India. It was an eight city campaign and we choose these cities because the TOI vehicles had to be used and we got 36,000 applications in the first level and now we moved on to getting to the process of selecting one candidate from each city to launch this exercise on TV.

Was the TV launch premeditated?

Yes the thought process was already there. We knew that print is an inactive media and would have to involve television later. We picked up SRK, Priyanka Chopra, et al who are the role models of young India.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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


Tuesday, July 08, 2008

4Ps B&M takes a look at who dazzled & who fizzled in 2007

Everybody – yes that includes Rakhi Sawant, Mika and Greg Chappell – is entitled to their 15 minutes of fame. Some were raved about for their deeds that delighted. Others strutted about the public arena a la emperors, only to find that they had no clothes on. Take a look and chuckle at our exclusive list of Hits and Misses of 2007...

O SO Charming SRK …


He danced, he cried, but more importantly he entertained in 2007. Here’s King Khan’s take on Brand SRK. “Somebody wrote a book on me which says that it’s not because of my humble beginning nor because of the hard work that I have done, I am likable because I can virtually sell anything and everything. Though I disagree with it, it’s an idea. Actually, big brands don’t need SRK, in fact the brands I endorse bring responsibility to brand SRK, to live up to the values of those brands.”


For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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


Monday, July 07, 2008

Structured manner

This figure is shocking given the fact that the MF industry’s primary objective – from the time it was set up in a structured manner – was to motivate households to invest in a rationale manner. What is more striking is the fact that this is the state after 13 years of privatization of the MF sector. Despite the presence of around 32 companies, the MF penetration as a percentage of household savings is a meager 3%. Even when we consider retail investors (those with an investable surplus of Rs.1 lakh and below), less than 15% of the money in the MF market belongs to them; High net-worth investors have undoubtedly overshadowed dodgy retail investors. With all this data, it is but quite apparent that MFs – which were ostensibly positioned as an instrument to multiply the hard earned money of small investors safely – have been hijacked by corporate India. This certainly is a worrisome affair, so much so that M. Damodaran at a recent CII Summit observed that “large investments by corporate houses in mutual funds could generate conflicts of interest; something needs to be done toget more types of money into MFs.”

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Source :
IIPM Editorial, 2008

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

Friday, July 04, 2008

A SBI man to the core, he’s perfected the art of number crunching...

T.S. BHATTACHARYA... MD, SBI
A SBI man to the core, he’s perfected the art of number crunching...
State Bank of India – India’s largest bank has some larger than life personalities at its helm. One such name is of T.S. Bhattacharya, MD & Group Executive (Corporate Banking). Associated with the bank since 1969, Bhattacharya has held various positions within SBI, among them MD of State Bank of Indore (one of the most profitable subsidiaries of SBI). Bhattacharya temporarily got a chance to head SBI after Chairman A.K.Purwar’s tenure expired, but O.P. Bhatt, the then MD of the bank, managed to race past him to the top post. Awarded the mantle of ‘personality of the decade’ by the KG Foundation, Bhattacharya has played an instrumental role in charting SBI’s success in India and overseas. According to him ‘risk-taking’ is an essential mantra to achieve success and that to ‘think & act differently’ and ‘write your own rule book’ are the two key traits that have helped him to make a difference. “I have tried to do things differently,” he said, referring to his tenure in Jakarta, where he once headed the representative office of SBI. And the banking behemoth concurs.

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Source :
IIPM Editorial, 2008

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

Thursday, July 03, 2008

CATEGORY : Online

BRAND : Reliance General Insurance
4Ps TAKE : This time, the Reliance General Insurance online ad asks viewers to be their own boss – by becoming an insurance advisor. The USP? Earn a lot of good money thanks to incentives et al. It’s a well known fact that one reason why the Life Insurance Corporation is such a powerhouse is because of its agents, who are given that extra little. In this ad, the benefits (if you become an insurance advisor) are nicely communicated: how one can plan one’s own business strategies, define your own deadlines, and so on. And we all know that Jr. Ambani scion has been harping about its human capital for a while now. The visual comprising a few smartly dressed corporate guys, is appealing. So are you ready to be your own boss in India Inc.? Then, it’s time for you to rely on Reliance ADAG!

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Source :
IIPM Editorial, 2008

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

Monday, June 23, 2008

Hiring mistakes

So that’s the first reason you need to face into hiring mistakes quickly. Sure, maybe one individual’s poor performance isn’t going to sink the company. But when your “mistake” isn’t doing his or her job, it invariably puts a strain on the whole team. It makes work harder for everyone else, not to mention the resentment an underperformer builds in those covering for him or her, or toward you for the miss. And yet, as your question implies, too many managers twist in the wind for months before acting on hiring mistakes. That’s just fatal! They’ll tell you they’re hoping the hiring mistake’s performance will improve with time and experience. They might also moan about the time sink required to find someone new and bring him up to speed. But the real, unspoken reason most managers don’t act is that they fear looking stupid and worry that admitting a hiring mistake is career suicide. Ironically, in any good organisation, that logic is exactly backward. There, managers are rewarded when they acknowledge they’ve hired someone who is wrong for the job and swiftly repair the damage. And they get even more positive buzz for the operational improvements that occur when the right person is finally in place. Indeed, facing your mistakes – and fixing them boldly and prudently – builds a manager’s credibility. Hoping against hope that they will go away does the opposite. Now, it is important to note that “boldly” doesn’t mean harshly. Remember: You made the error. Don’t blame the recipient for it.

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Source : IIPM Editorial, 2008

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

Friday, June 06, 2008

VICKS

Some Kich Kich of late due to competition, but still clings on minds of the customers
Not many would have forgotten the brilliant brand imagery used in that Vicks ki goli lo kich kich door karo advertisement? The smart positioning has ensured that the brand becomes a part of homes and lives of millions of Indians. The dip in its ranking seems to have followed an aggressive strategy by competitor Amritanjan, but Vicks continues to be the market leader in its category. Over the years, Vicks has launched various heart-tugging ad campaigns that have struck an emotional chord and left an impact of love and care for which the brand stands. Some of which are Vicks VapoRub’s “Happy Birthday Mummy”, “Chotu ko sardi ay jayegi”, the Vicks VapoRub “Doll”, et al. The umbrella branding strategy for its products has helped it to create that unique trust for all its individual brands. The exclusive shapes it uses for its inhaler, cough drops and caplet provides the differentiating factor for its products. The company also carefully chooses attractive packaging as a branding strategy for its products. According to a P&G spokesperson, “Ever since its launch in India in 1952, Vicks was strategically positioned as a child cold rub, and all communication to consumers, employees, trade etc. has always centred round the mother child loving relationship.” The brand surely reigns supreme on the trust parameter, which no competitor can take away from Vicks.

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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Tuesday, June 03, 2008

CITIBANK

Citibank’s trump card has been its shift of focus from niche to mass
When in Rome, do as the Romans do; when in India, do as the ‘masses’ prefer! While a focused domestic strategy helped in better understanding of the Indian consumer and customising of products, a ‘go mass’ strategy is what really made this financial services brand shine (the reason for its grabbing a place in the rankings this time). In another effort to reach the masses, Citibank has now joined hands with SKS Microfinance to invest $44 million for an initiative to bring greater financial inclusion to India’s poor. And what else is Citibank’s claim to fame? This local bank with an international perspective has built a track record of outstanding business practices, thereby consolidated its position as one of the most innovative financial services provider globally and in the country, besides building a strong franchise network and relationship with customers. And that’s what enables it to deliver robust growth figures quarter after quarter. Earlier this year, Citibank underwent a corporate branding exercise in which it announced a unified, global brand identity under the brand name ‘Citi’ and red arc logo. “It speaks to our exciting future as a highly connected, responsive, and profitable global leader in financial services,” said Charles Prince, Chairman, Citibank. From high end to services directed to the middle and low income people, Citi is truly going places.

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Source : IIPM Editorial, 2008


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


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Tuesday, May 27, 2008

FINAL PHASE:

Once the top 150 brands were in place, a structured questionnaire was formed and one-on-one interviews were carried out with 6000 respondents in 9 cities (Delhi, Jaipur, Mumbai, Kolkata, Bangalore, Hyderabad, Ahmedabad, Pune and Chennai). In order to avoid any bias, the order of the brands was changed for every city. Each of the cities was divided into 4 zones namely North, South, East and West to ensure complete coverage of the target audience. The number of respondents covered was divided based on socioeconomic classification (based on education and occupation) and the number of male and female respondents. Monthly incomes of the respondents was also taken into consideration.

In case of the respondents such as housewives & students, the monthly income of the Chief Wage Earner (CWE) of the household was taken into account. Moreover, since the CWE are mainly males hence the number of respondents for this category was high with 59% of male respondents and 41% female respondents (see gender graph) The survey took into account the Brand Equity (difference between the actual and perceived value of a brand) through the parameters of Brand Image & Perception. Brand Performance, Brand Loyalty, Brand Awareness and Brand Association (for definitions of the parameters, see glossary on page 88) were also taken as major parameters to zero in on the value of a given brand. The respondents rated every brand on each of the parameters on a scale of 1-5 (where 1 is low and 5 is high on the parameter).

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Source : IIPM Editorial, 2008


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


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Thursday, May 22, 2008

Brand value

I think if one was to look at what makes a brand valuable is simply the fact that they have a belief system, an ideology, a unique language, a world view, which is created consistently over time, and which speaks to something deep and to fundamental human needs. Here the example of Hutch comes to my mind. It is an extremely difficult brand to build because it is absolutely intangible in nature. Unlike other service industries like airlines or hospitality, where services might be intangible, but can still be manifested in many tangible forms. There are aircrafts, there are hotels and then there are people with uniforms – so in a nutshell there are many points of interaction and that too with something that is so intangible in nature. However, in the case of a telecom service, there is virtually no tangible point of interaction.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Tuesday, May 20, 2008

Small is Scintillating

... that’s what Ujjal Sinha lives by and he’s confident that Genesis will be there!
While the Coca-Colas and the Cadburys of the world flaunt the name of biggies like O&M and McCann Erickson, it is no more uncommon that some of the best creatives that tumble out of adville are made by small, independent agencies, whose names might not strike a chord instantly. But, these low-profile, small and medium sized creative hot shops are keeping the big banner advertising agencies constantly on their toes. Armed with enthusiasm and passion, Genesis Advertising is one of them. Unlike most of the biggies, which are based out of Mumbai, Genesis has its roots in the yester year’s hub of advertising, Kolkata (with profit centres in Mumbai and Delhi). Established in 1993, the agency has continuously grown at the backdrop of some phenomenal work done for its clients. Almost a decade and half old, the agency has blossomed into a full-fledged communication solution enterprise. A team of 35 dedicated young gunsis almost 24x7 active to take Genesis to the apex, coming up with ideas that cut through the clutter. At Genesis, the journey from idea to execution is a straight lined affair.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Tuesday, April 08, 2008

‘Walmartish’

While some of them are focusing on providing products at lowest ‘Walmartish’ costs, the others are focusing on breaking out of the ‘mall’ space and converting into neighbourhood mega shops, as Pantaloon analysts confessed to 4Ps B&M, “There will be a high growth in neighborhood stores in India rather than large format stores...” Hmm, are they sharing their own future strategies? The new big gies entering the industry are clear that while on one hand they want serious shoppers, on the other hand, they do not want to incur high costs that are inevitable at malls with retail, maintenance and personnel costs cutting them dry. Jones Lang LaSalle Meghraj’s benchmark report throws up a whopper with the statement that “traditional ‘high streets’ will continue to be the mainstay of the Indian retail scene.” In fact, in an eye popping revealing interview (pardon us for the expression, eh), Sharad Mishra, Marketing Communications Manager, Ansal Housing and Construction, accepted, “We are not planning to expand into malls but into residential buildings in NCR. We can’t say that malls have lost out on sheen but malls have lost the all-needed cream...”

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Source : IIPM Editorial, 2008

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

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Tuesday, April 01, 2008

BRAND : Reliance mobile

AGENCY : Leo Burnett
BASELINE : Music har jagah. Digital FM...kuch.
DESCRIPTION: From a guy sitting on a terrace to a bunch of girls at the poolside, everyone’s tapping their feet to ‘Yeh duniya khel tamasha’ by Kailash Kher played on FM. Cut to three youngsters, who were tapping their feet, they change the FM channel on the new Reliance handset and start enjoying another song. The VO says, “Reliance pesh karte hain classic colour phones, jisme hai digital FM radio ke saath vishva star ke features.”
4Ps TAKE: Yet again, Reliance is out with its all-new collection of classic colour phones. The idea is to introduce its latest range in the market focusing on its USP: FM radio. The target audience are youngsters & music lovers, especially students who can’t afford a handset with a heavy price tag. The reward to the prospect is that these handsets have reasonable price tag, yet loaded with features. The communication is done via two hot songs to target young audience. So, are you ready to groove with the hot new range of colour phones from Reliance?

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Source : IIPM Editorial, 2008

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

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Friday, March 28, 2008

Clap-Clap

Clap-Clap. Wonderful. Fabulous et al…but excuse me, isn’t advertising a means to an end… an end called ‘selling’? Are prizes, wah-wahs, medals and gongs more crucial than ‘sales’? Has advertising in the recent times, become too self-absorbed, drawing too much attention to itself and too little in closing the deal related to the purchase intent? Has advertising become a ‘high-wire’ act with the creative guys freaking out to impress other creative guys with the ‘Big O’ coming from ‘their’ recognition, applause and appreciation, ‘not’ of clients? Is the ‘S’ word, unfashionable, dumb and corny in a time where no one does anything as crass as selling; they do the sophisticated thing. Build brands! No one looks at the sales figures. They track scores! Has advertising become ‘the’ product itself with ABBYs, CAG, Goafest, Cannes, et al as the prime target of one and all? Kolkata-based, veteran adman (and sometimes actor, he was Satyajit Ray’s hero in the second of the maestro’s city triology Seema Baddha?), Barun Chanda believes that this phenomenon in some fashion has always existed. “There havealways been the arty or smart-arse types who make it their business to blow away their clients with showy and spectacular, but irrelevant concepts.

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Source : IIPM Editorial, 2008

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

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