Tuesday, October 11, 2011

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.

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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Tuesday, August 02, 2011

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.”

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).

For More IIPM Info, Visit below mentioned IIPM articles.

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Monday, March 21, 2011

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).

For More IIPM Info, Visit below mentioned IIPM articles.

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Tuesday, January 11, 2011

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
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

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domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

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Planman Consulting

Monday, November 15, 2010

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