MANKIND PHARMA

Man is not on the earth solely for his own happiness. He is there to realise great things for humanity, famously remarked Vincent Van Gogh. Such is the belief of Mr. R C Juneja.

Mr. Juneja, is the driving force behind this rising juggernaut, whose vision and unrelenting perseverance has made Mankind a force to reckon with. In fact, his personal life could be a source of inspiration to many. A science graduate (BSc), hailing from Meerut, Mr. Juneja started his career in 1974 with Kee Pharma as a Medical Representative. Then at Lupin, he worked at the capacity of a Manager before setting up his own outfit – Mankind Pharma in 1995.

The first successful venture by him was that of BestoChem Formulations. It was a joint venture by the three brothers of the family and presently, it is managed by Mr. Vijay Prakash Juneja.

It was in only in 1995 and with a capital of INR 50 lakhs, that the seed of Mankind Pharma was sowed. A reminiscing, Mr. Juneja says, “Mankind was launched as a very small entity in Meerut with about 20 products, which mainly included vitamins, pain-killers and antibiotics. The goal for this pharmaceutical organisation has been the same since day one, which is to help the community to lead a healthy life through two parallel objectives: formulating, developing and commercialising medicines, and delivering affordable and accessible medication that satisfy urgent medical needs.” Click here to read more...

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Still taking India home

In 1983, its competitors were the outdated Ambassadors and Padminis. Now it competes with the likes of EON, U-VA, Figo and Micra. Tomorrow, it may well compete with the Mercs and the Beamers (who knows?). 4Ps B&M documents the brand journey of Maruti Suzuki in India

Since 1991, India has moved on from being a market that most MNCs considered untouchable to one that has become inevitable for most of them. Although a number of the first movers have felt the heat, a precious few have also been amply rewarded.

Maruti Suzuki is one instance you just can’t miss, and as predicted, it is also the #1 MNC in India in revenues, boasting annual sales of around Rs.362.99 billion with profits of over Rs.46.84 billion (FY2010-11). While names like Nokia and Vodafone are relatively close followers with annual sales of Rs.230 billion and Rs.220 billion respectively, the fact of the matter is that Maruti has been able to dominate the hearts and minds of Indian consumers over the past 28 years despite the competition growing by leaps and bounds. However, the journey has not been easy by any means. 4Ps B&M brings to you how the brand has evolved in the country and what makes Maruti Suzuki big enough to be an unbeatable force in the Indian market.

Small is beautiful
Soon after the Maruti 800 paved its way onto the Indian turf, the price-conscious Indian consumer was instantly enamoured by its value proposition. When pitched against the bulky Ambassadors and the Padminis, it was light in weight. As compared to its gas-guzzling counterparts, it was fuel-efficient. In the era of obsolete technology, it was a performance-driven marvel. And for Indians deprived of excitement and innovation, it was a dream come true from the technology leaders, i.e. the Japanese themselves.

Little wonder then that it turned out to be an outstanding start for this Sanjay Gandhi brainchild, but there was much more to come. Just a few years after Harpal Singh, an ex-Air India employee got the keys of the first Maruti 800 from the-then Prime Minister Indira Gandhi in 1983, Maruti Suzuki realised how marketing could be a critical driver of its success in the automobile industry. “The pre-Maruti era definitely belonged to Ambassadors and Padminis but the technology & price point of Maruti 800 revolutionised the way the business of automotives was done in India,” admits a former employee of Hindustan Motors.

The first campaign from its stable was done by Hindustan Thompson (now JWT) in 1989 for the Omni, which aimed at positioning the car as a passenger vehicle. The company found that the looks and size of the product were giving it a rather commercial appeal. While the campaign, which was shot in the factory premises in Gurgaon, featuring the renowned model Malvika Tiwari, it focused only on the print media. Even then, many in the industry opposed the idea of a marketing campaign; citing it as an unnecessary effort, since there was no practical competitor for the company in the industry. However, Maruti was fully convinced about the potential of the product and didn’t want to take any chance with the same. “It did help in changing the positioning (though partially). Our research shows that 44% of Omni users still use the product for dual purposes (both commercial and personal) while the rest of them are using it for personal purpose,” comments Shashank Srivastava, Chief General Manager – Marketing, Maruti Suzuki India.

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Source : IIPM Editorial, 2011.

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

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They need a dhoni masterstroke!

Extreme advances in media management are urgently required

It is ironic that the Congress is facing a perception management crisis when it was this very aspect that was its biggest strength in the past two terms. See, there are a few facts about day to day life that one must come to terms with in modern day India.
A few decades back, the prerogative and ability to communicate with the masses rested with the party in power. There was no other way one could get one’s message across without being in favour with the centre. But the explosion of news media and its inexplicable mass popularity in India today has changed that. Today, one can reach most of the country’s population without taking the nod from the government at the centre. So, in essence, a group of people subscribing to a particular school of thought can have a strong dialogue going with most of the country’s population by completely bypassing the central government of the day.
The Congress Party must realise this. For all of Rahul’s tireless touring into the heartland, all those people who come to listen to him eventually go home and watch TV and listen to news anchors more often and for longer than he can ever manage.
So firstly, extreme advances in media management are urgently necessary. Because as far as its public image goes, I feel (and this may largely be the choice of its spokespersons), the increasing barrage from over-articulate, jargon-spewing spokespersons is beginning to give the party an argumentative tinge. So ‘glib’ is not very far off. Mrs. Gandhi should speak to the people once in a while. She is in danger of being seen as insensitive rather than stoic & calm, which I suppose is the current intention. Secondly, in the spotlight that most world governments operate in today, one needs a combination of real reform and perceptual reforms. Real reforms may not have a clearly visible, tangible effect on the country. But perceptual reforms do. The Congress should look at large, symbolic reforms at a ratio of 1:4 to real reforms. It’s like any organisation, a spot bonus for employees or a river rafting, team bonding trip can sometimes work better than progressive HR policy changes that may perhaps have more long term results. And lastly, the party should set a steroid shot, immediate short term objective perhaps even at the cost of some more genuine long term ones. And that is the quickest, fastest path to a fall in inflation and prices. This single act will address almost all of what I have said here.
To borrow a cricket analogy, what the Congress needs right now is not a century off 100 balls or even a fifty off 40 balls but a quick 25-30 additional runs in about 17 balls. After that, every one else can go back to a run-a-ball without sticking their neck out too much. The issue is, they have Rahul Dravid and V. V. S. Laxman at the crease and one of them needs to get run out so a pinch hitter can come in. That’s what MSD would do.

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Source : IIPM Editorial, 2011.

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

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The road ahead for media planners

With the emergence of nomadic audience and the rise of personal portable medium, media agencies now require a new type of measurement system

Future is always complex. Predicting future is fraught with danger. Chances of getting future wrong are bright. However, future is always built on contexts that are current. Future is always shaped by the challenges faced in present.

There is a lot happening in our world at this time. Technology is progressing at a pace that is hard to keep track of. For example, in the last three years, the mobile penetration has doubled, homes with digital TV subscription have gone up exponentially; the FM stations have moved from metros to tier 1 & tier 2 towns. And the changes are not just tech driven. Even the demographic changes are re-crafting the entire society. The rapid urbanisation is throwing up challenges not faced before. There are no indicators suggesting that the speed of change will slow down or the transformation is eased off.

Here are three challenges that we are likely to face in coming years. First is the challenge of nomadic audiences. Second, the challenge of contexts. Last is the challenge of measurement.

Challenge of Nomadic Audiences

Media planning and buying is dependent on a set of audience being available to receive the message. The process of enumeration assumes that the audience is stationary, and once counted is always available. In today’s technology empowered scenario, the audience is not stationary. Rapid adoption of Net-enabled personal devices like Tablets is making media portable. This has serious implications. It means that mass media will get empowered by personal media. It means that the notion of fixed audience will have to be shelved. It means that media buyers will have to find a way of synthesising the broadcast media with new-age portable media. Nomadic audiences and personal portable media are forces that will permanently change the media landscape.

Challenge of contexts

Let’s take this rise of portable personal media and the possible stagnation of traditional mass media forward. Till now the media planning was built on increasing salience, so that it impacted interest in brand, in turn leading to a positive action on retail point. This is straight forward and linear in approach. This has delivered great results for brands. Today, the entire context of brand consumption is changing. Salience matters and salience impacts the interest in a brand, but from here on two new forces come into play. The personal portable media is the transformational force. It makes search and share more important than mere action of the traditional AIDA (Attention, Interest, Desire, Action) theory. Today everything is searchable, and people share everything. We know that this peer-to-peer network has an amazing power to influence brand choices. This change in context is already a reality and will only grow in future.

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Source : IIPM Editorial, 2011.

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

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Will the property market perk up?

Buyer sentiment has not exactly been rousing for the real estate sector, which is counting on the festival season to bring the effervescence back again

The festive season in India, which begins around September and culminates with Holi in March, is considered as one of the auspicious periods for property purchase with builders looking to score decent sales. As many people start their process of home buying around this time, enquiries and bookings start touching a new peak, increasing by about 40-50% during this period. Real estate observers say it’s the time when the industry comes up with new offers and newer marketing & sales strategies to cater to the upsurge during this phase.

If the festive season is able to spur demand, it will spell good news for the real estate sector in India, which has been witnessing a dip in general demand and uncertainty over timely completion of projects in recent months. According to data compiled by research firm Venture Intelligence, private equity investment in India’s real estate sector declined by around 20.2% to $831 million (about Rs.3,740 crore) in the first five months of this fiscal due to sluggish demand. In comparison, PE players had pumped $1,041 million (around Rs.4,685 crore) into realty in the same period last fiscal.

According to industry experts, home registrations are down 30-35% in major markets like Mumbai compared with the previous year, which show that investors and homebuyers have been putting off their investing decisions. Rising interest rates on home loans and unbridled inflation across all sectors of the economy have forced prospective home buyers to hunker down and wait out the current economic uncertainty. Since March 2010, the Reserve Bank of India has raised interest rates 12 times by a total of 350 basis points, the fastest round of increases in RBI’s 76-year history. As a result, mortgage rates have gone up from around 8.5%-9.5% two years ago, to 11.5%-12.5% now and home loans that once took 15 years to pay back are now taking over 20 years to service. Even otherwise, the general economic health, which had been looking ruddy until a few months ago, has taken a turn for the worse. India’s gross domestic product declined to 7.7% in the April-June period, the slowest in six quarters while industrial output slumped to 3.3% in July, the slowest in 21 months.

With such economic clouds hovering above the real estate industry, it is uncertain whether sales during the festival season will pick up. Although historically property purchases especially on the residential front see a surge during the festive period, the wide disconnect between the expectations of buyers and sellers this time around may act as party pooper. Industry experts opine that in the current scenario characterised by high prices of homes and higher cost of home loans, buying a home has become a matter of choice and most home seekers are opting to wait and watch in the hope that prices might correct to more acceptable levels. According to Anuj Puri, Chairman & Country Head, Jones Lang LaSalle India,“This has resulted in a rather prolonged period of vacillation among home buyers in India. The fall in sales has impacted the capital availability of developers, and we are going to witness widespread delays in the construction of the residential projects across segments.”

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Source : IIPM Editorial, 2011.

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

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How Strategic is your Sales Organisation?

In an Era of Strategic Customer Management, you need to Quickly Reshape the “front-end” of your Company to meet its Full Value-Delivering Potential

The salesforce has long been the unfashionable and unloved part of marketing. However, our research at Warwick Business School suggests the revolution taking place in the demands customers place on sellers, provides an outstanding opportunity for the sales function to add value to companies and customers in new ways. In fact, that potential is for the growth of the strategic sales organisation with a strategic customer management role.

Why Sales Has Become Strategic today?
Sales management strategy is increasingly linked directly to a company’s competitiveness, as well as its ability to implement corporate “turnaround” in turbulent markets. The changing role of the sales organisation increasingly makes sales teams strategic resources concerned with relationship management with strategic customers at home and abroad, which certainly demands active senior management attention.

Transformation in sales organisations is underlined by escalating levels of company expenditure on sales and account management, reflecting the growth of collaborative, relationship-based customer management. Many organisations have seen a significant shift in resources away from marketing towards sales, because sales strategies are increasingly critical to achieving many of the top priorities of marketing and business strategy.

Strategizing the Sales Organisation Managerial priorities change as the demands of the outside world evolve. Relevant topical questions are concerned with how the conventional sales organisation can change to fulfil a strategic role focused on customer management. Our research suggests that the strategic re-positioning of the sales organisation demands several imperatives to be addressed by the management. These are:

Involvement – means positioning the sales organisation back in the center of business and marketing strategy. Close involvement of sales executives in generating business strategy is mandated, rather than simply taking a role in implementation. A company’s customer portfolio is an investment matrix, where different levels and types of investment are indicated by customer characteristics – potential growth, but also risk. The dependence of a seller on a small number of customers, adding customer business risk to our own, radically different profitability in different parts of the customer portfolio, the need to match resources advantageously to opportunity, the development of sales capabilities as a critical resource that drives competitive advantage – these are all issues that belong to the boardroom rather than the sales office.

Intelligence – means building customer knowledge as a strategic resource critical both to strategy formulation and to building added-value strategies with major customers. Market sensing capabilities are a distinguishing characteristic of many successful companies and the sales organisation is a major source of these capabilities. The strategic role is both interpreting changes in the market environment for the company, but also demonstrating deep knowledge of customers’ end-use markets as a route to added-value and competitive advantage. In fact, major customers now regard traditional sellers as commodities, and the supplier leading the way to improved efficiency and enhanced competitive advantage in end-use markets is a partner.

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Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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What ICC can learn from FIFA

Cricket is far less popular around The World – both as a Sport and Commercially, and the entire framework of ICC is plagued with many-a-fault. Can it pick up a lesson or two from fifa’s book?

Trek along the plowed fields near the Volcanoes National Park in Rwanda or rest under the tree shades of the Omo Valley of Southern Ethiopia, and you might just come across a small young group of an ancient African tribe, playing with a ball made of rags. Of course, the chances are one in many thousands, or even a million. But a sight such as this is possible. And why not? Rwanda – a nation talked about for being the land of genocide murders – was the proud host of the 2011 African under-17 Soccer championship. And Ethiopia – a country still under construction – on the other hand, has been a part of this lesser known soccer tournament ever since its inception in 1995. For once, put this chalk-talk aside and think of what made soccer a global game. Did FIFA pull off something spectacular? Or is it all a matter of natural progression – the “it just happened” school-of-thought? Actually, it is both. From the lesser-known nations, to the much developed city of London, which witnesses many incidents of violence whenever England performs poorly in the game (as was reported in June 2010, when moments after England’s exit from the FIFA 2010 World Cup edition, there were several incidents of violence reported in various parts of the city), around the world, the game of soccer is synonymous with the passion. It is different with cricket.

Due to limited efforts from the ICC, the game is still a buzzword across limited geographies. Even on the commercial front, cricket has a long way to go. Here are some numbers – the total viewership of the last edition of the FIFA World Cup stood at a staggering 27 billion, while that for the current ICC World Cup is forecasted to touch just 2 billion. While FIFA bagged $3.2 billion from the sale of broadcast rights to just the 2010 edition, ICC has earned just $1.2 billion in an eight-year deal – this includes three World Cups until 2015, five World T20s and three Champions Trophy tournaments. Worse, while FIFA pocketed $1.2 billion from sponsors by sale of marketing rights during 2010, ICC is taking home only 37.5% of that amount until 2015 (during the World Cups of 2011 & 2015). So where actually is ICC going wrong?

Some suggest that a calendar cluttered with tournaments and political involvement are two factors ailing ICC – something which FIFA is free of. “The overdose of cricket has definitely taken away much of the charm. Even this tournament (ICC World Cup 2011) is far too stretched,” says Dheeraj Mathur, Exec. Director, KPMG. Many argue that there are many soccer events organised around the year as well – but which of them, except the FIFA World Cup championship, gives any team a shot at becoming the world #1? None.

FIFA’s stand against political interference in football associations have also given the game a clean image – thereby making fans believe more in the game. This is unlike what is seen in cricket – what else do you expect when the very ICC Chief (Sharad Pawar, Chairman & President of ICC) is himself a known face in the Indian political space?

The current format of the ICC World Cup is also plagued by the inclusion of many undeserving & weak sides in the main schedule. This creates a hollow image of the tournament as far as competitiveness is concerned. The qualifier round (where teams fight it out to find a place in the main schedule) of the 2010 FIFA World Cup saw more than 200 teams in the arena. In stark contrast, the qualifiers of the 2011 edition of the ICC World Cup featured only 12 teams. The next edition (2015) will see a repeat.

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Source : IIPM Editorial, 2011.

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

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The self-made Indian auto maverick

After working for 4 of the world’s top automakers for more than 15 years, Mitra is a true veteran in the Indian auto industry, says Pawan Chabra

Debasis Mitra
Director - Marketing & Sales, Mercedes-Benz India

Nostalgia engulfs him when he recalls his days as an engineering student of North Bengal University. An average student during those days who used to manage his exams well, Debasis Mitra, Director – Marketing & Sales, Mercedes-Benz India recalls with a sense of excitement on his face, “We had a great smoky time in our college days. As parents were not around and no cellphones were in vogue those days, we also enjoyed a lot of good alcohol from Bhutan.” But even then, his skills of dealing with people were as good as they are today. This undoubtedly allowed him to stay active in the social and political circle of his college. In fact, it’s these skills, which brought him the responsibility of generating funds for the development of the college. Remembering those days he says, “Even during those fun days I used to dream big.”

His dreams finally got fulfilled, but it was 7 years after he passed out from college that he could bag a job in a Swedish company, Altlas Copco. For the record, his profile in the first job was to go door to door in Orissa, Nepal and Bhutan to sell compressors and, it used to take more than one year to seal a deal. But then, that hard work on the streets was the backbone for Mitra to understand customer psyche. Mitra says, “That experience is very useful for me even today.” On a lighter note, Mitra further adds, “Perhaps that is the only reason why I know Orissa better than an average Oriya. So, when people talk about the rise and boom of mining and iron industry in that region, I know exactly what they are taking about.”

After a few years, Mitra finally decided to undertake a post graduate programme in management from IIM Calcutta. It was only after completing his management post graduation that Mitra stepped into the world of automobiles and joined Mitsubishi as the Regional Manager for North India. But still life was not easy for Debasis. He explains, “The biggest challenge at that moment was to convince the dealers to build an infrastructure to reap rich returns in the long-run. Moreover, as Honda was very aggressive in pushing the City, it was very challenging to keep Honda at bay. But we managed it really well and stayed ahead of Honda in the northern region for at least three to three and a half years in my five year stint. However, Honda finally took over because Mitsubishi was not bringing in new products whereas Honda was expanding its product portfolio very aggressively.”

After successfully heading Mitsubishi’s North India sales division for over 5 years, Mitra finally moved to Middle East to join Nissan’s distribution division as the Head for sales. He humbly admits, “It was a very good learning experience as I was on the field doing sales.”

Later, when the India-shining story started travelling across the globe, it intrigued Mitra to return back to his home land. With the first possible opportunity, Mitra flew back to India as the Head-Marketing, Toyota India. Eventually, his association with Toyota for the next 5 years turned out to be a win-win situation for both the company and Mitra himself. During that period, fortunes of products like Qualis and Innova turned up in the Indian market. In the meantime, Mitra also launched the Toyota Corolla just before the cricket world cup in 2003. The work environment of Toyota made a long-lasting impact on him. “Be it the practical approach or the importance people are given in the company,” Mitra says, “If one captures the way of thinking that prevails in Toyota, one can gear up to do miracles in the industry.”

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Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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PRAKASH MORE, MD OF MAYUR PLYWOOD INDIA PVT LTD-WHY IT’S IMPORTANT TO KEEP SWIMMING AGAINST THE HIGH TIDE OF TOUGH COMPETITION

What as per you are the qualities of a successful leader?
I personally believe in participative leadership, but with a tinge of authoritarian style. I believe that a leader needs to be dedicated and hard-working and should expect the same from his employees.

What do you think takes to build a great brand in today’s competitive environment?
I think patience is the key towards building a great brand. I agree it’s difficult to build a brand, but it’s not impossible. But, I feel that people in India still lack the vision of building a world-beater of a brand.

Where do want to see Mayur Ply in the long run?
My ultimate objective is to become a brand leader in my industry. That’s obvious. But on an optimistic scale, I would desire the brand to be respected across all industries.

What do you think is the best way to market any brand?
The best way to market a brand is to provide the customer with the best in quality or price, so that he is satisfied. This is important, because if the customers choose not to buy your product, you will perish.

How do you spend your time away from work?
I rarely get what you’d call “free time”, but whatever little I can manage, I try to spend with my family & daughter.

Your advice for the new-gen?
There is no shortcut to success and you have to be a consistent hard-worker to become successful.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

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3rd GENERATION HEADACHE!

It was expectations “over met” at the 3G auction by the Indian Government. It earned Rs.677 billion through the exercise, having expected only Rs.350 billion from the auction – more cash than expected and that definitely is great news for the exchequer. While Bharti, RCOM and Aircel won 3G rights in 13 circles, Tata and Vodafone won in nine. But the winners have a different tale to tell. The auction price, which escalated beyond all measures has proven the spoilsport, therefore creating a huge pressure on their pockets, casting a shadow on their expansion outlook. Says Rahul Jain, IT Analyst at Angel Trade, “Market penetration would be low as it will take lot of time for these company to expand, as they have spend an awful amount of money in paying up for 3G. Their revenues are already majorly affected, and their share prices are going down quarter by quarter as they are lowering down their price levels schemes.” True it is – despite the rejoicing and exaltations, payback is bound to take time. The average revenue per user (ARPU) has fallen greatly in recent years and has proven to be good tidings for the government might just turn into a third generation headache for the telecom companies, for it will take them atleast five long years to break even on this investment; it’s great news for the consumers in the country though.

Sanchit Verma

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Source : IIPM Editorial, 2010.

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

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Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

WILL YOU HOME SHOP?

The idiot box has given birth to yet another idea in the form of ‘home shopping’; but with the Indian psyche of touch & feel shopping ruling big, the test is getting tougher

From the late management guru C. K. Prahalad’s Bottom of the Pyramid theory which changed business models in India, forcing many brands to digest the (non-existent) rural pill, to the entry of elite brands like Mont Blanc which cater to a niche, the way we are being sold products and services and the way we willingly buy them, has continuously evolved. And the latest form of it comes in the name of the phenomenon called ‘home shopping’. You sit at home, and they deliver it at your doorstep, with specifications as stated by you; what’s best, you can even pay in cash on delivery mode today! And what’s making this a reality today? Names like Home Shop 18 and Star CJ Alive which sell round the clock are getting people to wonder why they need to take the trouble of pushing the trolley around, when all you need to do is dial a 11-digit number or simply log onto the website flashing on the idiot box and have what you want! Selling and buying 24x7 is the new buzz in town! So how did we get here?

The primitive form of trading called barter, existed in Egypt more than 5000 years back. It was a system wherein goods and services were exchanged in return for other goods and services. Later, modern traders started negotiating through a medium of exchange – money. The onslaught of technology in the 20th century enabled giant retailing and mass market concepts. That led to credit cards, which further led to online shopping. Today, you can shop while watching TV, with just your mobile phone next to you! And that’s what home shopping is all about – setting up a complete retail store on TV, which allows you to shop 24x7. “When we started Home Shop 18, about three years back, it was just an idea. It was a scary idea, because no one had done home shopping till then; at least I hadn’t. Even today, most people don’t even know what home shopping is all about. The image of home shopping is that of a foreigner selling a Rudraksh or a Hanuman Kavach, which is what most people still feel. That is not home shopping, that is tele-shopping which is very different from what we do,” says Sundeep Malhotra, CEO, Home Shop 18. So what’s the real difference between tele-shopping and home shopping? Well, nothing and everything. Home shopping is the packaged version of the old and faded concept of tele-shopping; but unlike tele-shopping (which focused more, and still does, on health/cosmetic/physical fitness products), home shopping gives you a broader range of products and services to buy. So while tele-shopping temporarily thrived on the insecurities of the masses, home shopping thrives on wants.

First things first. The home shopping model is that of a wholesale cash and carry business, based on the wholesale margins that are realised by trading products received from the manufacturers. According to industry estimates, there are around 80 million cable and satellite homes, which would give access to some 400 million viewers. Even if 50% of these are potential customers, then it puts some 200 million viewers at the sellers’ disposals. If we slice this further and take the top 1/5th of it as hi-value shoppers, we get 40 million attractive, upper income consumers whom TV-based shopping could tap. Let’s assume that discretionary spending of these 40 million people is Rs.1000 a month, then it equals to Rs.4,000 crore of discretionary spending. Now, even if home shopping channels can tap 10% of the Rs 1000 figure, it equals to Rs.400 crore a month of business, a figure which in all conservative views stands to testify the potential of the home shopping business in India.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

YOU GOT A HEADACHE? THERE’S MORE

Thanks to new age motion picture technology, 3D movies have in a way revolutionised the world of entertainment. But just ‘in a way’, as for starters, the 3D experience in some halls was no great shakes. But then, Avatar is the most expensive 3D movie ever made and also the highest grosser ever. Not only has it been successful all over the world but has also created a lot of frenzy in India. India seems to be wanting more of the same. It’s not only the latest blockbuster Clash of the Civilzations which is expected to be a huger hit than Avatar (in India), but also that the last four matches of the on going IPL will be broadcast in 3D. Now, a lot of post production work is also expected to move to India. According to industry experts, in another three years, 3D movies would account for 10% of Bollywood’s total revenue as compared to the current 2%. From content to distribution, everyone in the value chain is gearing up to capitalise on this new opportunity. By the end of this year, India will have 180 cinema theaters that can showcase 3D films as compared to the current 50 odd. But the entire ‘picture’ is not so rosy as the cost of producing a 3D movie is almost 50% higher compared to a 2D movie (In Hollywood, it takes between $150-300 million to make a larger than life 3D movie). And to top it all, ancillary revenues from DVD sales and syndication are not possible in the case of 3D movies. Would 3D succeed in India? Well, India’s most successful (and first) 3D movie Chota Chetan was released in 1984. That didn’t lead to a stampede despite earning above Rs.50 crores. One wonders why this new wave will.

Amir Moin

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

IIPM Sports Live - IIPM Mumbai - Aurobindo Chaudhuri Memorial Football tournament

Keeping in tune with the FIFA World Cup, IIPM Mumbai organized the Aurobindo Chaudhuri Memorial Football tournament on the 25th of June 2010.

The students played with a lot of zeal and put their best foot forward. The heavy showers didn’t deter the players from their game and they continued to remain focused. The tournament also witnessed enthusiastic soccer fans from IIPM Mumbai cheering on as they watched their friends play.

IIPM News Flash - Moonwalk Party - IIPM Bhubaneshwar

IIPM Bhubaneshwar held its fresher’s party - Moonwalk, for its new spring summer batch on 20th July 2010. Moonwalk is a traditional welcome ceremony for the fresh batch. It is a nice way to create friendship and brotherhood within the students who generally come from different back grounds and regions.

Students wore their best attire to match the theme Aqua. There was plenty of music, lights, camera and lots of action as everyone danced their heels out to the music of DJ Tushar.

IIPM Management Institute Info - Nutrivita PRESENTS 100 MARKETING BRAINS THAT MOVE AND SHAKE INDIA

Mayur Toshniwal

Head of North Operations, Chief Executive of Telecom Business, Pantaloon

In our business, activities are always interesting, as you not only have newer formats to test, but also newer geographies and the markets there to test. And such challenges have given me enormous memorable marketing moments. When we opened up the first Food Bazaar store, we had focused a lot on logistics and store-design. Of course, both these aspects may not be considered directly related to marketing, but it helped us establish Food Bazaar as a brand!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” – The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read…

The Sunday Indian:-

B-SCHOOL RANKING SCAMSTERS EXPOSED!

For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine’s B School Ranking Scam Exposed

Business Standard Exposes the Outlook Magazine Money Editor

Don’t trust the Indian Media!

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TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. – For Complete Sting Operation Video Click Here

Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

IIPM: An intriguing story of growth and envy

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎

IIPM 4Ps Business & Marketing - Nutrivita PRESENTS 100 MARKETING BRAINS THAT MOVE AND SHAKE INDIA

Monica Oswal

Executive Director, Oswal Woollen Mills

We never had any hitch about rolling out brand ‘alpha’ exclusively for woman under Monte Carlo, but it was certainly a different kind of an attempt in its own. So when my team members started to get good responses about the brand, it really touched my heart as it was my first step in expanding the Monte Carlo brand. It really boosted me to get totally involved with the project, starting from designing to distribution. The biggest compliment for me was when my family members, specifically my niece, said that “alpha is superb in designing.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
The Sunday Indian:-
B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM enters into media education
IIPM makes record 10,000 placements in five years
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here
Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com
IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎

IIPM 4Ps Business & Marketing - Nutrivita PRESENTS 100 MARKETING BRAINS THAT MOVE AND SHAKE INDIA

Subhrangshu Neogi

Director – Brand & Corporate Communication, Religare Enterprises Ltd.

There have been some very exciting moments in this journey of building the brand Religare over the past 3-4 years. I can however enlist the two most exciting moments during the process – first was the exercise of setting up the first outdoor site for the Religare brand campaign in Delhi (year 2007), and the second was getting the Religare brand on the Delhi DareDevils jersey, when the brand partnered with IPL’s first edition in 2008. Today, each time the Religare brand appears in the media, it gives you a new rush of adrenalin and a great sense of achievement on behalf of the entire team that continues to word harder to establish Religare as a globally respected brand!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
The Sunday Indian:-
B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM enters into media education
IIPM makes record 10,000 placements in five years
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here
Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com
IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎

Nutrivita PRESENTS 100 MARKETING BRAINS THAT MOVE AND SHAKE INDIA

C. S. Jain

Head – Personal Banking Group, IDBI Bank

In my view, the best moment to market a product is when you have satisfactorily resolved the complaint of a customer and he is visibly delighted with the result. In my career, there have been several such occasions. The one which comes up first to mind is that of a manufacturing company struggling in BIFR and struggling with my bank then for funds for daily operations. They called on me and I personally extended the courtesy they deserved and restored their dignity. I heard them with all attention and found only partial resolution to their problems. They came out of BIFR much ahead of schedule and today maintain personal deposit accounts in excess of Rs.50 crores, company loan accounts and staff accounts also are with the Bank.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
The Sunday Indian:-
B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM enters into media education
IIPM makes record 10,000 placements in five years
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here
Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com
IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎

KING KHAN HAS DONE IT AGAIN

BOLLYWOOD’S KING SRK HAS done it once again! Shah Rukh’s much hyped and much awaited movie My Name Is Khan seems to be on a record-breaking spree. The movie has grossed $761,000 on Sunday at the US box office. This is the highest one-day grossing ever for any Hindi-language film in the North America. My Name Is Khan grossed $336,000 on Monday, Presidents’ Day, bringing the estimated four-day opening weekend figure to $2,275,000. The film was initially expected to drop by 7% over Saturday to $682,000. But it performed better than expected on Sunday grossing $761,000 for a 4% increase. This makes the Karan Johar film the fastest Hindi film ever to break the $2 million mark beating the previous record of five days set in December by 3 Idiots, which grossed $2,149,227 in its five-day opening over the Christmas weekend. Even in UK, MNIK has made history. It has had the most successful opening weekend in UK for any Bollywood film. It grossed more than £936,000 in just four days and is now lying at number six on the UK Box Office. As per industry estimates, the film has grossed around $25 million worldwide. And looking at its performance, the distributors and trade analysts feel the movie may touch the mark of $30 million for its worldwide grossing. The film is currently running in approximately 1,570 theatres worldwide.

Pallavi Srivastava

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
The Sunday Indian:-
B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Business Standard Exposes the Outlook Magazine Money Editor
Don't trust the Indian Media!

IIPM enters into media education
IIPM makes record 10,000 placements in five years
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here
Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com
IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎