Investee: K Raheja Group

Investor: Ishaan Real Estate

Investment Value: $251.63 mn

Ian Hendersen, Chairman, Ishaan Real Estate, said in his interview, “Investment in the initial portfolio of assets is being completed, largely according to a plan, and the increased net asset value reflects the strong demand for our properties and the enormous potential of the Indian property market.” IRE is the holding company of K Raheja Corp floated in order to raise money from foreign markets. IRE leverages the muti-decade experience of the K Raheja Corp. in the Indian real estate sector.

Ishaan Real Estate (IRE), a real estate fund listed on LSE’s Alternative Investment Market (AIM), invested $251 million in K Raheja Corp.’s various projects located in western and southern India. This investment was part of the $412 million that company raised through its global IPO in November 2006. IRE holds a 40% stake in each of Raheja’s eight projects comprising shopping malls, IT parks, hotel projects and residential projects. The Raheja Group at present has expansion plans for their residential, IT park projects and SEZs. Apart from that, the company has major expansion plans for Globus stores, one of their retail ventures. They will be spreading to all parts of the country, and have 152 stores by the year 2012, which will need an investment of nearly $200 million. Also, their other brands such Shopper’s Stop, InOrbit Malls, Mindspace and Commerce Zone will rake in additional investments in the wake of rising demand.

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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)
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The Indian Institute of Planning and Management (IIPM)
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What an idea, sirjee

Social messaging in advertising…

"MONOJIT LAHIRI examines this new and exciting genre that’s grabbing eyeballs and attention and challenging the old order that defined advertising solely as a one dimensional, sell-sell-sell game!"

Advertising is the public face of marketing with an uncomplicated, one-point-agenda-to make products disappear from the shelves to the right hands and homes, with consistency and speed. Over time, areas like patriotism and social service have deployed advertising, but, at best, they were cute to watch tickling the feel-good glands… at worst, boring and preachy. Predictably these efforts came from the government quarters. Typically the issues tackled were ‘safe’ ones, never remotely touching sensitive themes like caste, religion or politics. As far as they were considered, these subjects were taboo and totally off-limits.

Much water has flown under the bridge since those politically correct and sanctimonious times with ‘Social Messaging’ coming centre-stage as a powerful, persuasive and significant agent of social change. Ravi Naware (chief executive, food division, ITC) lays it on the line when he says that way beyond the much touted CSR, “consumers today seem to be interested in more than just a great ad or quality product. They are interested in products that echo their own values.” Adds Ajit Varghese (MD, Max India, an ageny that works closely with Britannia), “We are witnessing a strong trend where brands are utilising issues that surrounds the consumer’s immediate environment and addressing them through mainstream ads.” Advertising, from time immemorial, has been consistently bad-mouthed by a section of society labeling them as shameless promoters of excess and useless mass consumerism. This has been fiercely defended by the ad fraternity citing examples where advertising has indeed attempted to be an agent of social change. As this issue goes into print, at least three ads of this ‘genre’ are presently occupying center-stage and inviting both attention and admiration.

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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
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Badshah of Bollywood

What’s more, SRK has no intentions to stop with cricket. He wants to invest his time and money in other sports too, just that “starting with cricket makes more business sense,” says the Badshah of Bollywood himself. The vision is to move onto hockey and eventually football. “If you want to make a particular sport popular in the country, you need to make it sensible, business-wise,” affirms the King Khan.

Cricket is not the only business foray that Shah Rukh is eyeing. Being India’s ruling entertainment czar, where his very touch has the ability to transform the fortunes of a Bollywood flick, a television show or even an on-stage performance, SRK is raking in enough moolah for himself as an actor and entertainer-par-excellence. But the man, who likes to be in the driving seat, was not content with that. He kept hinting to his friends in the industry about his latent entrepreneurial fire. “He used to keep telling me, “I’m damn good at business’,” says Director, Aziz Mirza. And true to his ambition, he made his debut as a businessman in 1999 with his production company Dreamz Unlimited, along with friend Juhi Chawla and Aziz Mirza. The first film under this banner – Phir Bhi Dil Hai Hindustani – did not do very well. So, he dreamed up the big-budget Asoka, under Arclightz and Films, SRK’s second production banner.

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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
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

The cricketing duel begins...

IPL won the toss. Does ICL have it in them to deliver a winning knock? By PALLAVI SRIVASTAVA


Much before the first ball is bowled, the Indian Premier League (IPL) action off the field has created a frenzy. In just the bidding process, IPL has garnered a whopping $700 million. In the hullabaloo over IPL, comes a distant cry about the fate of Subhash Chandra promoted Indian Cricket League (ICL). Will Chandra’s dream to make ICL as tall as BCCI ever materialise or will it remain just that, a sweet dream? 4Ps B&M takes a peek. The first round of tussle (the team bidding and sponsors) between ICL and IPL is over and IPL has emerged as the sure-shot winner in this round. On one hand, IPL has amassed huge sums of money for various teams, with names like the Ambanis, Mallya and King Khan bidding for IPL teams automatically bringing a lot of glitter, publicity and media hype for IPL. ICL, on the other hand, received a rather cold response for its team bidding. “Though ICL managed to get sponsors (TVS, Dish TV, Cotton County et al) for its teams, unlike IPL, it failed to lure the biggies of India Inc.,” points out a media analyst.

However, ICL’s confidence is still intact. Kapil Dev, ex-cricketer and ICL Chairman says, “Cricket promotion is the sole aim of the ICL. As I said, it is basically a platform for hundreds today and thousands in the future, to be able to do justice to their talent. This tournament could well change the face of international cricket. Although, we are not here to confront anyone, ICL will see more professional cricket.”

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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
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Will they click?

Canon plans to soon become the largest Japanese brand in India

What comes to your mind when you hear the word ‘Canon’? In all probability the answer would be ‘cameras’. Not without reason. Despite having a slew of innovative products in its kitty, the Japanese company’s marketing and branding exercise in India has mostly revolved around cameras over the last decade. But no more! As Canon ramps up its act and tries to corner a bigger share from its rivals (read: HP), it has planned a massive communication blitzkrieg for its range of scanners, printers, copiers, business solutions, apart from just digital cameras and camcorders. Today, with its offices spread in 7 cities across India, Canon is also gung-ho on increasing its manpower, leaving no stones unturned to enhance its key position in the Indian market. In a free-wheeling conversation with 4Ps B&M, Alok Bhardwaj, Senior Vice President, Canon India Pvt. Ltd. reveals the game plan and shares future plans for Canon India.

In India, Canon is largely perceived as a camera company. Comment.

I don’t think so. Canon is an extremely strong tech company and we believe tech development is our USP. That’s how the market perceives us. But yes, since the digital camera age began to swoop the world in 2000 and the craze in India took over in 2005, we focused a lot on digital camera range. In 2007, Canon has emerged as the No.2 player in India’s digital camera market.

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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)
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Publicity

The backbone of the Harry Potter series was nothing but publicity. And it was perhaps the only one required to make it a hit

The biggest P in the Potter Phenomenon has not been Pixies, Pigwidgeon or Polyjuice Potion, it has been publicity. Every new book was preceded by a film based on an earlier novel, whipping kids into a frenzy and driving even book-allergic, TV watchers into “boring” book stores. Buying the book became a super-cool thing for school goers – no matter whether you actually sat down and read it. The book readings in Scottish castles, the whispers of the death of a “major character” in the fifth novel, the rumoured casting of Madonna’s daughter Lourdes in the sixth film, the will-Harry-live-or-die debates, the leaking of vital chapters, everything fuelled its sales.

In India, Harry Potter appeared in motorcycles commercials and popped up in puja-pandals, besides adorning the tops of tiffin boxes and training bras. Recently, the series achieved the highest accolade in the land, stuff lesser phenomenons can only dream about and aspire to. It was panned by the Pope. Now nothing can stop Harry Potter.

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Source : IIPM Editorial, 2008

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

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

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IIPM makes business education truly global

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The Final Sign – Design:

The final indication that a country has emerged as an auto powerbase is when models are designed and developed there. The outsourcing benefits have forced auto giants to focus on design, and procure components as well as CKD/CBD blocks from low-cost manufacturers in China, India, or Mexico. The same has happened in the case of FMCG, where the core competence of a company is not branding or manufacturing, but possessing an efficient and effective distribution chain.

In the recent past, Japan’s Suzuki has announced plans to set up an R&D centre in India. In addition, the Japanese giant has stated that it hopes to develop a new compact model in India for both the Indian and global markets. Both GM and Daimler Chrysler operate R&D centres in Bangalore. Thanks to India’s software prowess, its engineering might is acclaimed. Toyota, too, is considering a R&D centre in India. Says K.K. Swami, Deputy MD, Toyota Kirloskar, “We do not rule out a future R&D centre. This can be a possibility as we definitely see a lot of potential in India. In terms of manufacturing, it is only next to China.” As more cutting-edge and design-based research makes its way to India, the country is poised to become a major automotive force.

The Second Tower – Manufacture: In the initial stages, an emerging nation has to acquire the technological edge to become the global manufacturing hub in the automotive sector. India has already proven this capability in the case of components; now, it’s doing so in the case of passenger cars. In due course, India has the potential to create an efficient auto cluster in Gurgaon (around Maruti Suzuki), Pune or Chennai. That will mark the beginning of the car manufacturing process being outsourced to India.

Already, much like China, India has become a globally-acceptable manufacturing destination. And it’s not just the low-cost models that are being manufactured in the country. Luxury brands like Mercedes-Benz and BMW have assembly units in India. Soon, Audi will join this gang. The localisation content in the upmarket cars hovers close to 50%, which is a testament to India’s industrial might. Ford Motor, which owns the Jaguar and Land Rover brands, manufactures its engines in the country and exports close to 70% of its manufactured cars world over.

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Source : IIPM Editorial, 2008

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

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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

We Fell For Her Moves!

4Ps B&M gives the insider scoop on the top CEOs and companies to watch out for in this spanking new year of 2008!

Consider this! According to World Bank December 2007 data, India’s actual GDP for the year 2006 has been around $840 billion! That is, the total value of all goods and services produced within the ‘growth-oriented’ India by all the companies you could think of... is $840 billion! Before becoming fanatically paeanistic about India’s growth, digest this! The cumulative sales of the top three companies in the US – Walmart, ExxonMobil and General Motors – is $905 billion! Three US companies with 2.2 million employees year after year achieve more than what 507 million Indians (the total workforce of India) do!

As the saying goes, all is not lost. It might sound surprising, but the fact is that because of the performance of the Indian private sector – mainly due to which India’s current GDP growth rates are hovering at around the 8 to 10% mark year after year (one of the highest globally) – India can now at least envision equaling such astounding productivity benchmarks in a few years from now. Of course, the IT sector – with the world class TCS and its champion CEO Ramodorai leading the upsurge – is a beyond argument star of the future. But what beyond IT? Which are those industries and companies within India that are slotted to make the biggest noise in the year 2008? 4Ps B&M investigated...

Noted industry analyst V. Gibson gave his insight to 4Ps B&M, “The last year has been a very happening year for retail with the entry of new retail players! And the year 2008 will be much more eventful...!” In fact not only in India, but globally too, the retail merchandising and wholesaler industry has shown phenomenal promise. While merchandising as an industry provided the 7th highest returns to US shareholders last year, the wholesaling industry in the US was a smashing #1 with respect to profits growth (and in the top ten in revenue growth too). In India, the Future Group, led by Kishore Biyani, is sure to create waves by coming out with an IPO in 2008, a move which has the potential to catapult this group into the global league.

On another front, Shahina Mukadam, Head - Equity Research, IDBI Capital Market Services divulged to 4Ps B&M that she considers the real estate sector amongst her top three picks, a fact seconded to us by Dipen Shah, Vice President, Kotak Securities! S. Dungarwal, top realty analyst, commented to 4Ps B&M, “In 2008, those are the Tier 1 & Tier 2 city prices that would be going higher.” Is it a wonder then that the BSE Realty Index has appreciated by more than 65% since July 2007? And in India, it’s undoubtedly DLF – led by the newgen Rajiv Singh, the son of scion K. P. Singh – that has the potential to electrify the industry’s growth in the coming years! Think about it – a $12 billion project for constructing the New Bangalore city, another $12 billion project in Gurgaon and South Maharashtra, further ventures into insurance and asset management, what more could you ask of a company trying to shake up the industry?

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

The ‘family’ warrior...

... for whom loyalty, passion & humility remain the ingredients to brew success!

‘Leaders are made, not born!’ is what you might have heard sometime in the past... and rightly so. But talk to this man and the sparkle in his eyes and the sudden gush of energy into the hall only makes you doubt the veracity of the aforementioned statement – and you’d perhaps remark (just as we did), “Maybe... Maybe this man was ‘born’ a leader! Maybe they were wrong...” And before you realise it, Romi Datta, CEO, International Business Division, Sahara Pariwar, manages to convince you far enough...

And even as this flamboyant gentleman, smartly dressed to the hilt and with neatly-combed ‘black’ hair expressed his strategic intent, something told us, “He’s serious... He means it, folks!” And even as we took our seats and shot our volley of questions at him, he reverted back in an utmost relaxed mood – simply no hurry at all to get over with it! In other words, surprisingly ‘hospitable’ unlike many leaders; but then, wasn’t that typical of the ‘Sahara Pariwar’? Friendly, non-arrogant & hospitable?

Today, he heads the International Business Division, which comprises of India’s largest Travel & Tourism company called Sahara Global and a servicing company named Sahara Care House. Romi’s face lightens up further as he discloses details about his latest Sahara Global venture, ‘Paradiso’. Interestingly, till date, Sahara Global hadn’t stepped into the luxury arena in the travel sector, focussing just on the budget and mid-value travelers, and as per him, this was the first act on the group’s part to tap the premium end travellers. In his own words, “In the travel segment, we realised that this was a niche market. As far as the company is concerned, we are now in a position where we have actually taken care of all possible segments in the travel industry...” Indeed, if we may add – a total thumping presence!

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Source : IIPM Editorial, 2008

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

Winning, with Bindaas ishtyle!

Zareena is confident that Bindass will connect to young India
Bindaas is no more just a tapori slang, as it’s sitting pretty in the English Oxford Dictionary since over an year now. Just a small indicator of the thriving impact of young India and Indians on the rest of the world! Small wonder that the budding media house UTV started its TV channel journey with a Bindaas bang. Yes, launched on September 24, 2007, the Hindi GEC targetted at the 15-34 age group is promising the world to India’s youth. Will it be able to deliver? 4Ps B&M spoke to Zareena Mehta, CEO, Bindass on the promises and prospects of the channel...

4Ps B&M... What’s the strategy behind launching a niche GEC targeted at youth?

ZM: India is a very young country & getting younger day by day. One fine day I was wondering how a 20-year old boy thinks. We started a research process and interviewed 2500 people in the ages of our target group and realised that while there has been a considerable growth in news, movies-and-kids based channels, no channel offered complete leisure content for the age group of 15-34 years. There is a huge gap in the entertainment space for young India. Research says that young India enjoys watching action, thrillers, comedy, sitcoms, stand-up acts, wrestling, et al. That’s when we decided to introduce Bindass to fill the gap.

4Ps B&M...You call Bindass a 360 degree entertainment brand for Young India?

We started with TV channels. We will have four channels. The Hindi GEC and the movie channel have already been launched in September 2007. The other two would be the regional variants of the first. We will be present in many other areas like mobile, web, gaming, merchandising, cafes, retail & nationwide ground events. No other entertainment brand in India does this. So we are, in effect, the first & only 360 degree entertainment brand for young Indian audiences.

4Ps B&M...Existing GECs already cater to the youth, especially to reality shows. What’s Bindaas’ USP?

Programming of Bindass focusses on genres like action, comedy and thriller. To highlight our key drivers, we have shows like Shakira, Lagegi, 3rd Degree etc. While Shakira is an edgy, action-thriller series in the prime slot showcasing today’s empowered woman who fights for justice; Lagegi is a spirited satire on current issues affecting young India (shot only 48 hours prior to telecast to maintain its topicality). 3rd Degree is a show featuring Ugesh Sarcar–India’s first street-magician. We are confident that Bindaas will strike the right chord...

4Ps B&M...How has the response been so far?

The start has been marvellous! We have been able to reach 1/3 of young India in our first month. From the audience point of view, our shows are really catching up, specially - Shakira and Sun Yaar Chill Maar. Besides, our Hollywood movies dubbed in Hindi and acquired international programming has been well received with some quality dubbing. The advertising community has been very receptive to the brand concept & our launch concept of Bingo Bindass Go to Space contest, sponsored by ITC’s hip brand Bingo was a success. Colgate fresh, ITC’s Sunfeast, Essence, Sypkar are the other key brands on the channel.

4Ps B&M...What is the revenue model for the channel?

We would be available across DTH platforms, which would be a strong revenue sources. Besides we have launched with a strong new media strategy where Bindass programming would be available on mobile in short formats of 1-2 minutes. Bindass is the first GEC to launch its content on mobile TV. Partnerships with Airtel, Hutch, BSNL, IDEA, BPL, Aircel, Spice Telecom & MTNL enables us to bring repurposed content, aggregated content & content exclusively created catering to the requirements of the target group.

4Ps B&M...What is the marketing strategy for Bindaas?

As for our launch idea, we wanted to do something that would make Bindass stand out as a brand that represents the four F’s - Fun, Frank, Free & Fearless.We designed a mother-of-all contests to send one lucky and BINDASS PERSON to Space - BINGO! Bindass go to Space. We also have excellent media partners like cinema chain PVR Ltd, radio channel Red FM and Headlines Today partnering with us. At the same time, college contact programmes have been an ongoing progress for the channel. Brand Bindass was the title sponsor for the largest college festival, St Xavier’s Malhar in Mumbai & IIT’s Rendezvous in New Delhi.

4Ps B&M...What do your future plans entail?

We have to launch two more TV channels under the Bindass brand. We will also focus on website and mobile content. In its second phase, Bindass will foray into retail with its own Bindass cafés. Their décor, music, food and ambience will reflect the brand values of Bindass. Bindass will also simultaneously roll out into the merchandising domain. It will also include the launch of multiple channels across languages in India and Southeast Asia.

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Source : IIPM Editorial, 2008

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

Vijay Mallya

“We have a large & growing business in India and have made recent forays into Russia & China. Until today, the only missing link in our portfolio has been Scotch. The potential for premium Scotch in India is enormous &, with the acquisition of Whyte & Mackay we now have a strong portfolio.”

Awards: Trade & Investment award for Entrepreneur of the Year, and a leading nominee for CNBC TV18 “Taking India global” Award.

Strategy: Coupled inorganic growth with organic one; he transformed the UB group into the world’s number 2 spirit company. At a time when low cost carrier ruled the skies, he decided to show his might in a different manner by offering ultra luxurious services in Kingfisher Airlines. Now, he is busy in changing its business model and prove his critics wrong.

Acquisitions/Investments: Acquired a 100% stake in Whyte & Mackay for £595m and acquired Air Deccan to re-enforce Kingfisher’s position in the Indian skies after Air India-Indian & Jet-Sahara deal.

Controversies: Hardly any to take note of. However, last year, his bid for French Champagne company Taittinger was caught up in a racism storm.

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)

Anil Ambani

“For every hour that we spend at this meeting here today, India would have added 20,000 new mobile customers, and Reliance Communications alone another 4,000.”

Awards: Adjudged Telecom person of 2007 by Voice&Data; Reliance Communication was adjudged the world’s top CDMA operator at the Global CDMA Industry Achievement Awards.

Strategy: Managing the ‘all important’ license for GSM services throughout India and kickstarting the World’s Fastest and Largest Rural Infrastructure rollout covering 2,34,000 villages.

Acquisitions/Investments: Acquiring US based Yipes Holdings, Inc, tying up with Microsoft for IPTV foray in India. Anil plans to invest $5.6 billion to expand its GSM presence. Apart from this, he has already planned a capex of $2.3 billion to expand RCOM’s CDMA operations in the country.

Controversies: While the GSM operators are still fighting out for more spectrum, Anil managed to get the GSM license through a dual tech policy that allows a telecom player to offer both GSM & CDMA services in the same circle. The spectrum controversy continues.

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Source : IIPM Editorial, 2008

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

The scent of Rome!

For all the fragrance connoisseurs, the ultimate, most sensuous, fiery and feminine scent, there is only one name – Fendi Palazzo. A joint offering by two of the most influential Italian fashion majors, Fendi & Christian Dior, it happens to be the house’s first women’s fragrance launch in almost 20 years. “An irreverent interpretation of the true Mediterranean culture”, as Francois Demache, the creator of the perfume puts it, is exemplified by the fragrance’s Baroque rectangular body with its top styled struck with a double “F”. Created keeping in mind the freshness and innocence of the orange blossoms, Palazzo is a fragrance that’s sure to linger in your mind for a long long time… Price on request.

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Source : IIPM Editorial, 2008

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

When growth only means donning the leader’s hat!

S. RAMADORAI... CEO & MD, TCS
When growth only means donning the leader’s hat!
Nurturing and catapulting an Indian IT company to make it a $3 billion Asian leader is not easy. But it’s not impossible too! Well, that’s what S. Ramadorai, a Delhi University, IISc & California University alumnus and today, TCS CEO & MD feels as he says, “Learning is a continuous process which does not end with formal education...” And it is this very thought, led by strong vision that has helped establish the credibility of TCS as an organization focused on ongoing professional development while curtailing its attrition rates. It’s thus not without reason that this Padma Bhushan recipient has managed to set superior benchmarks in the Indian IT industry. He has also received many honours like CNBC Asia Pacific’s prestigious ‘Asia Business Leader of the Year’ award & the ‘Management Man of the Year’ award by the Bombay Management Association – and all for someone who was just an engineer at TCS in the 1990s. How’s that for growth?!

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Source : IIPM Editorial, 2008

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

Rang De Basanti rocks... but his favourite remains ‘creating ads’!

PRASOON JOSHI...
Exec. Chairman and Regional CD, McCann-Erickson

Rang De Basanti rocks... but his favourite remains ‘creating ads’!
They call him a prodigy, a maverick of sorts. People who have worked with him swear by his creative prowess, just like Prannoy Roy did recently in an informal chat show on television. But at heart, Prasoon Joshi, the Exec. Chairman & Regional CD, McCann-Erickson appears to be just a simple man from the valleys of Kumaon. He has written four poetry books, composes fabulous lyrics (Rang De Basanti, Fanaa...) and even sings at times, but advertising remains his first love as he proclaims, “I love advertising and if I do have to make a choice, it’s definitely going to be advertising. It’s something that has taught me a lot in life...” This man is the big hand behind the creative scene at McCann since 2002, when he took over as Creative Director and as is visible, he has only got better with every passing day...

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Source : IIPM Editorial, 2008

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

Mansoons Across the Country

“The arrival of the monsoons across the country gave us a topical and relevant starting point for this ad,” he avers, attributing its success to “the complete believability of the storyboard.” Shot in Goa at ND Studio at Karjat over a period of three days by Shoojit Sircar of Red Ice, Chax remembers an interesting facet about the filming of this commercial—“You know, it never rained when we needed it, and poured when we didn’t,” he says with a grin. The script was penned jointly by Chax and Ajay Galhaut (Creative head of Rediffusion DY&R, New Delhi) and the ad has scored for its impeccable casting and natural setting. Simplicity in thought and clean execution has made this one stand out amidst the clutter. Airtel continues to “Express itself”…

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Source : IIPM Editorial, 2008

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

Raindrops keep falling...

Here’s to the one advocating an atoot bandhan!
The growing clutter in Indian telecom jamboree ensures that the task to successfully send impact-oriented messages to consumers is becoming an infuriatingly nerve wrecking proposition. If the Hutch communiques seem cute and simple, rest assured that a gallon of midnight oil has been burnt in the process of pursuing that one ostensibly simple idea to hook the consumer. Arch rival and market leader Airtel is another eclectic advertiser, who uses all the ammunition in its armoury to keep the target audience glued. The latest commercial from brand Airtel carries forward the ongoing network campaign (complete with the father-son emotional connect spirit) that the iconic brand has been airing for some time. While speaking to 4Ps- B&M, K.S. Chakravarthy (aka Chax!) -National Creative Director- Rediffusion DY&R, pointed out—“Airtel’s superior coverage is one of the strong competitive advantages of the brand, and therefore an important part of the communication strategy.” If the earlier films showed a grandfather playing chess with his grandson, this time around, the setting has changed.

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Source : IIPM Editorial, 2008

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

Cheaper alternatives are readily available

But even that may not work, as cheaper alternatives are readily available. Players like Automart (M&M) are also banking on economies of scale: more the cars transacted per day, lesser the holding cost, resulting in higher profits for sellers. Potential buyers also get a hassle free ambience for making choices. As far as auto manufacturers are concerned, a higher selling price leads to better re-sale values of their respective products. Undoubtedly, like in the developed world, the used carbiz will soon have a major impact on every part of the Indian auto bazaar too. But it all depends on how soon consumers cozy up to the new organized players on the block, because if not, this Cinderella’s carriage may turn into a pumpkin even before the appointed hour...

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Source : IIPM Editorial, 2008

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

"Price-Rise'

But there’s a flip side. Organised players will typically seek to extract their respective cut (including trasitionary expenditure) and profits from any sale. So, eventually the organised sector will ensure stable prices, but prices that are higher than prevailing prices in the disorganised market. Analysts predict that this ‘price-rise’ may eventually put off consumers (as they will be ultimately shelling out higher prices to organised players). This is where some organised players – like Maruti’s ‘True Value’ and Ford’s erstwhile ‘Ford Assured’ – fared well by offering better value to consumers in the form of warranty and service facilities. As an additional assurance, used cars are checked and inspected for road worthiness, making both the buyer and seller satisfied with respect to ownership and vehicle service issues. But is this enough to justify 15-20% extra that a consumer has to pay? Argues Gaur, “today you just can’t hide a vehicle’s history. It is all there in the papers. This is not a USP for the organized retail players at all as such issues can be verified independently too.” Not to give up easily, organised biggies in the used car market have thought of back up plans for their survival, by offering service & maintenance amenities.

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Source : IIPM Editorial, 2008

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

Breath of fresh Air

According to Vikram Gaur of Car India, “The Indian used car market is mostly unorganised and the advent of such branded retail stores surely has great potential as people get to buy and sell their cars under one roof. This is practical for potential car owners and sellers.” In a country where people have to make do with shabby disorganized dealers offering ‘unreliable’ services, big-ticket organised forays will come as a breath of fresh air; allowing consumers to buy pre-owned cars in a swank, air conditioned environment. In addition, the consumer will not be left scrounging for ‘best deals’ amidst a plethora of small time vendors, in- stead will have the option to choose from a wide variety of options, all under one roof. Further, more organized players in the market will ensure better ‘resale values’ for used cars, which is a primary concern for all car manufacturers. Auto majors try to ensure stable re-sale values for their brand through their used-car subsidiaries like Maruti True Value et al. But a large number of disorganised players in the segment make the process difficult by enticing consumers with cheaper alternatives. This brings about a slide in the re-sale values as eventual ‘price quotes’ by different dealers lead to a situation where selling-price fluctuations are invariable. More organized players in the market will ensure stable prices.

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)