Pretty tales of ad-land

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Preity Zinta on all the reasons why she loves posing for the young turks of advertising

“I strongly believe that during the past 4-5 years the Indian entertainment industry has changed dynamically and this change is very visible, both in Bollywood and television. Ad-world is no different. Being a part of the industry, I’ve worked with both senior & young directors and have had memorable experiences working with them. But what I find interesting is the kind of young creative talent that has come in and is adding so much variety to the entire entertainment industry and ad-world as well. I think their thought process and creativity has no limits (quite literally) and that’s the reason their creativity is free from any stereotype bottlenecks. I have worked with so many of the next generation ad-guys, whose creative elasticity has really surprised me. They think out-of-the-box and little wonder then that ads have now become totally different from before.

I have worked in many ads and with many brands, and I particularly share a comfort level with young creative guys who always add something new to the ads. Whether it’s about women’s lib or the changing face of urban India, these ad guys have been able to effectively communicate changes in society.

Apart from their creativity, another reason why I appreciate this group of fresh talent is for their dedication and hard work. I won’t say that seniors are not hard working enough or lack dedication. But, this young dedicated talent is taking Indian creativity to an absolutely world class level. They are making something different and taking the plunge into the deeper end. But, I also feel that creativity in India is being hindered by the so-called social care takers. There have been instances when for absolutely no reason some group of people accuses a creative guy of going too far. But personally, as a colleague, it has been great to work with these young pals and who have been able to direct me very nicely. You can feel the difference when you see today’s ads. These young creative brains have indeed contributed a lot. And while there’s always something to learn from seniors, these young guys have proven that there is indeed something to learn from them too!”

As told to Angshuman Paul

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Source : IIPM Editorial, 2008

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

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General on a march

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India is like an ace of spade for GM, they have a killer strategy in place, let’s see what...

GM has been bleeding profusely, what with the US & European markets in a state of flux. Also adding to its woes are the Japanese car-makers Honda & Toyota, that are eating away GM’s market share. Contrary to this, the Indian automobile industry is growing at a brisk pace of 15%, and offers that much needed relief package for GM. The pawns and pieces for this US automobile giant are falling in exactly the places it wants them to.

Till now GM’s Indian expedition has been ‘so far, so good.’ However, in 2008 the company has some mighty plans up its sleeves, to duel their dominating stand in the industry. Growing by a phenomenal 74%, GM India sold close to 64,032 units in the year 2007, almost doubling last year’s sales of 34,900 units. With introduction of newer models in the portfolio, the company is anticipating an increase in its demand. The capacity of the Halol plant has been increased to 85,000 units while the new Talegaon facility is expected to produce 140,000 units. The new exuberance has percolated to almost all the company catered segments. GM has now overtaken the mighty Honda and the agile Toyota in sales, occupying the fifth place. GM expects the market to expand further and is firing all cylinders to get the desired volumes. After a mixed bag response in higher segment, GM is now concentrating on small cars segment.

Karl Slym, MD & President, GM India, told 4Ps B&M, “There is more opportunity for the small cars in India and there is room for more vehicles. We are developing something in our labs and will be launching another car in the Spark segment some time soon.” Clearly this time, GM is leaving no room for mistakes. It is now very clear that GM has chosen the Chevrolet brand as the platform for its future growth. Also all new products introduced will be un der the brand name Chevrolet. Explains Slym, “We added Spark, U-VA, Optra Magnum and Captiva to the Chevrolet brand as it is important to clarify to the customers what the GM brand stands for in India.” As branding holds such relevance, the company is “now banking on brand enhancement and building consumer awareness.” In order to reach these ends effectively, GM is now ready to bring in its premium brands into Indian terrain. “I’ll be definitely going beyond the Chevrolet brand. Presently Chevrolet looks after 90% of the market. Now we also have to take care of the remaining 10% of the market,” says Slym.

With its portfolio and strategy in place, it seems that GM is well on its way to become a wholesome automotive player in India. Apart from the innovative small cars like the Spark and U-VA, the introduction of punchy CRDi’s in its range has further filled the lacuna that was left due to lack of diesels earlier. With the dealer and service outlets growing in numbers, the company is thinking about being both “flexible and nimble” in the long term. Even though Toyota might eventually clinch the numero uno position in the global auto mart, the hard hitting truth remains – GM has left it way behind in the Indian market, a market, which may finally decide the destiny of the global auto market.

Edit bureau: Karan Mehrishi

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Source : IIPM Editorial, 2008

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

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B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
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SABKA SAPNA MONEY MONEY!!!

IIPM, GURGAON

Everyone’s gushing crazily about the great investment options proliferating in the market. So, what’s your route to mint moolah while the sun shines? Here’s the 4Ps B&M take...

“Money is not the most important thing in the world. Love is. Fortunately, I love money”. Well, you don’t necessarily have to be passionately and obsessively in love with money to be able to fathom its worth and value. You don’t even have to be an Ayn Rand fan and a fellow traveller of capitalism to make money work for you. As another famous proverb spells it out quite beautifully, “Whoever said money can’t buy happiness, doesn’t know where to go shopping”. Quite simply, in this 21st century age, where many certainties of the past have yielded ground to an incessant barrage of uncertainties, money becomes the ultimate insurance policy for the individual and the family.

There was a time when there was certainty about jobs and tenures. Today, job security is as elusive as the Loch Ness Monster or the Yeti. So, building a nest egg for the rainy day is no longer smart behaviour; it is a strategic tool of survival. Once upon a time, you could be assured of a pension that would take care of your needs, as you faded into the golden years of your life. No longer. So investing wisely and smartly is all important for ensuring an old age with dignity. Yet, like relationships and love, different folks have different needs and preferences. You could trigger chuckles of sarcastic laughter if you are die hard bachelor and start investing for your natural born child! Similarly, you could end up spending nerve racking and torturous days and years of agony if you are naturally risk averse and yet follow the advice of a rampaging bull and plunge into equity investments and commodities.

As Dalal Street roars and middle India generates bigger surpluses, 4Ps B&M provides an exclusive and in-depth analysis of the kind of investments you need to make to build that cosy and safe nest egg for your and your family’s future. Find out if you are risk averse; or a natural born gambler or someone who doesn’t understand money but knows that he needs a lot of it to be able to lead a good life!

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Source : IIPM Editorial, 2008

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

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The deal clinchers...

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By keeping a consistent focus on grabbing more and more offshore deals, TCS is aiming to become an “integrated full service provider”. Thumps Ramadorai, “We have won some major deals; one of the major ones was from Latin America, where one of Ecuador’s largest banks engaged TCS for an integrated asset plus BPO and IP services deal worth more than $140 million.” In fact, the aim of the company is to generate as much as 45% of its revenues from offshore service deals.

Infosys has been very strong in the European market, which contributes 26.8% to its revenues. “We have crossed a full year revenue in 9 months of this year… package implementation and consulting together are showing good traction and are giving us a significant opportunity in the transformation type of projects,” disclosed Kris Gopalakrishnan, COO, President & Joint MD, Infosys. In fact, China seems to be quite high on the agenda as well, he reveals.

Wipro is in the same mode. “On the global delivery front, we continue to pursue our approach of focused expansion of our geographical footprints,” points Azim Premji, Chairman Wipro, “Our Romania center is now operational, we are creating a third centre in China and we will be expanding our Brazil centre that came through our Enabler acquisition.” Of course, the BPO business, despite high attrition rates, is high on the agenda, as news circulates of Wipro scouting to acquire a major partner like Spectramind. The booty available for investment is supposedly upto $50 million.

It is interesting to note that all three have China in mind, and the main growth drivers identified by them have been banking, insurance and related financial sectors plus retail. There, however, seems a clear understanding amongst the technology czars that the next wave of mergers and acquisitions and new business wins will be directed towards health care, life sciences, travel and entertainment businesses, even though the current revenues from them maybe marginal.

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I ‘Am(the)way ‘ Follow me folks!

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Amway’s foray into mainstream advertising is indeed a strategic masterstroke!

I n 1995, when Amway decided to serve a huge & diverse market such as India, it did it in its own way. Before launching its products, Amway learnt, understood & prepared itself for three long years. However, the core strategies remained the same as for the other markets. No doubt, it succeeded by doing so. From a miniscule Rs.91 crore company in 1998, Amway India Enterprises went on to become a company worth Rs.738 crore in just over eight years. It’s 2007 now, and the business environment in India has changed. And thankfully, Amway’s strategy has changed too! A part of the US-based $6.2 billion, Amway Corporation, which believes in the word-of-mouth advertising to promote its range of products, has suddenly started looking at television to showcase its presence.

A young professional wishing he had a bit more stamina to catch up with the fast moving world, a woman aspiring to defy her growing age, a little boy wishing to become tall and an exhausted servant in search of something that could ease his work! Well, these are nothing else but some of the scenes that make up its first television commercial through which it advertises products in health, homecare and beauty segments. “We have been advertising through hoardings and in print media in the past, and we have added TV this year to promote ourselves as a company that produces world class products,” William Pinckney, Managing Director, Amway India tells 4Ps B&M.

But then, direct selling firms hardly ever advertise, particularly on TV. Raison d’être, the concept of direct selling is based on eliminating the middlemen & pursuing promotional activities which take up 60-70% of operational costs. So, what’s the reason that Amway has started looking at audio-visual to advertise its presence? Explains Pinckney. “Amway is a direct-selling company and its products will only be sold through its distributors. Amway has had a satisfying growth graph – but we see ourselves as a Rs 3,000-crore plus company in the next few years. To get there, we believe it is necessary for larger audiences to know more about Amway.”

No doubt, the direct-selling industry has grown annually at over 17% in the past 3 years to Rs 3,100 crore. There are new entrants as well – both overseas as well as domestic. And of course, the presence of other established players (like ModiCare Ltd, Oriflame India. Ltd, Avon and Hindustan Lever Network), is enough to keep the fire on in Amway’s belly to strive for a larger market share. Amway plans to double its offices from 120 to 300 in next 3-5 years. The company is also looking to add more products to its portfolio which comprises 85 products. With an estimated growth of 22% in its home delivery model, which is limited to around 3,000 towns and a 17% growth in distributorship per annum, the company hopes to expand its reach to more tier-II towns during 2007. With such aggression, it needs to strengthen its bond with its end consumers, most of whom which happens to be its distributors too.

In addition, the past 12 years have proved to be a learning experience for Amway. It started with a bang by roping in distributors in the metros and big cities. Within years, it faced resistance from the distributors and was forced to move on to the smaller towns. However, the company realised that the ‘real’ consumers for its seemingly-expensive products are in cities like Delhi & Mumbai, where people have huge disposable incomes. The TV commercials are a step to woo a new set of customers – those who had never known Amway in its previous avatar, and have become rich in the recent years. However, while Amway is gung-ho over the growing market, its competitors, on the contrary, have a different view to share. “We don’t believe in direct advertising like TV ads. As a multi-level marketing company we always believed in word of mouth, which can be done by our members. Our core focus is to expand our membership and not just increasing consumer base,” says a source in Avon. But, then as the competition stiffens, others may follow Amway’s strategy...

A closer look at the sector and you get the right perspective. In comparison to other Asian economies, India lags far behind Japan and South Korea in direct selling despite having a larger population. “Even Mexico, which has a similar socio-economic environment and a tenth of India’s population, has an annual turnover of over Rs.15,000 crore. This showcases the potential that India has,” says Rajat Banerji, Head Corporate Communications and Social Responsibility, Amway India.

But, at the same time Amway needs to be careful as there is the fear of “negative publicity” that could hamper its growth. And who else could know better than Amway which already has witnessed it at several occasions in different geographies. But then, “It takes time for a market to understand direct selling simply because it is something new. There is resistance to something that is perceived as radically new. During and immediately after these challenging times, a clearer picture emerges,” the Amway MD tells 4Ps B&M.


Edit bureau: Manish Pandey

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
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And you thought it was just an ‘underdog’?

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With premiums worth Rs.912 crores and with a noteworthy count of 4,50,917 policies in its pocket, Reliance Life Insurance Limited aptly finds a place in our list. Born in the stable of Reliance Money, this insurance company is considered to be amongst the top private players in the Indian life insurance platform. But of late, the company seems to have gained greater aggression in deploying its strategies to gain a better grip over the market and to make life tougher for its competitors.

As disclosed recently, the company plans a huge expansion worth Rs.1000-1200 crores over the next couple of years. The company also has plans to open 400 more branch offices pan-India, adding to its existing kitty of 340 branches. The company is also trying to carve a niche for itself by offering innovative products. Express Life, the recent launch of the company focuses on providing instant coverage to its customers by circumventing all the paperwork and hassles that come free with a life insurance coverage. The product promises to offer coverage within three days of submission of the application form, something which sounds new and surely is new on the Indian sub-continent. This express service is considered to be most innovative and will surely change the buying and selling dynamics in the Indian insurance sector. As put forth by P. Nandagopal, CEO, Reliance Life Insurance, “This is the first-of-its-kind initiative in the sector. It would offer life insurance cover almost instantly to customers, without the hassles of a long waiting period, follow-ups and medical check-ups.” To garner greater market share, it is focusing on improving its distribution network and is also working towards an increased presence in rural and semi-urban India. Having set a target of selling a million policies during 2007-08 alone, one thing has become clear – this one’s not an underdog!

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
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The Fly’ING’ Dutchman

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It’s time to take India to the world; and ING Investment knows it.

VINEET K. VOHRA, MD & CEO OF ING INVESTMENT MANAGEMENT (INDIA)

In the Hollywood blockbuster Pirates of the Caribbean, the ‘Flying Dutchman’ was a fictional ghost ship which could never sink and was destined to sail forever. Cut to the real world, there is a Dutch company which seems to have been blessed accordingly, destined to sail forever in the rough financial oceans; just like the Flying Dutchman – ING Investment Management (India) Pvt. Ltd.. Today, ING has expanded its arms to 50 countries and on the Indian soil; it is recognised as one of the most trustworthy investment management companies. And the credit for this goes to the captain of this Indian safari. Yes, this Dutch ship has found a deft captain to spearhead its Indian venture in the form of Vineet K. Vohra, its MD & CEO. Creating a trust level and sustaining it in investment & banking market is not easy. But this company has been sustaining its goodwill since 1999 and cashing in on this trustworthiness, ING Investment Management – the flagship company from the ING Group, has become one of the country’s fastest growing fund houses. Today with 40 branches and as many as 100,000 clients in the country, the company has the widest reach among private sector mutual fund players.

An MBA degree holder from IIM(C) and a qualified CFA, Vineet fitted the bill perfectly. He is also a mechanical engineer by education and prior to joining ING, he’d worked with Citibank, across Asia. Setting the ball rolling from day one at ING, he’s currently on a roll to introduce innovative investment modes for Indians and even take them to the huge global investment market.

He unleashed the ING Global Real Estate Fund on November 19, 2007, which is an open-ended fund scheme and furnishes accessibility to Indian customers towards reaching the global market. And just as fortune favours the brave, for Vineet too the story was no different with his home soil brimming with promises of colossal returns; and reasons enough to pay heed to investing opportunities in the global market, as he asserts, “India has gone global in every aspect, then why not in financial investments? Real estate risk in many countries is less than in India and we’re helping people manage their financial assets with lower risks by taking Indian investors to global markets.”

Surely, global diversification is a term unknown to many Indian investors who want to enjoy the fruits of rich returns at comparatively lower risks. So how does he actually succeed to bring in the differentiating factor in the face of all and one in the financial sector claiming the same and with the customers flooded with varied investment options, besides the promise of ‘geographical’ diversification? Ask him that and pat comes the reply, “Most Indian consumers prefer investing in low-risk bonds. But they give you only 5% return! So what we give them is higher returns at the same levels of risks, which like our other offerings will spread your investments in the widest possible modes. For instance, Real Estate Investment Trusts (REITs) is a new concept in India but at the same time it’s very lucrative investment globally. So 55% of our portfolio is loaded with REITs. It’s rich returns guaranteed! And that is a differentiator alright.”


Today, the company has 40 branches, which no other asset management company has managed so far. Even when you talk about the leadership model he follows, the answer is not too hard to guess – participative leadership. Yes, his management model is not based on the keystone of dictatorship or authoritarian leadership as he explains, “If you take all decisions by your own, you can’t come out with any better option. So I encourage my people to contribute in all the activities of management decision-making. We believe in team work and we always motivate freshers to take risks. I think this also helps to create future managers....” When asked about the youthfulness in his organisation, he has another line to add, ‘The secrets of success lies in believing that you can do it and then step out there to take any risk. Most of our team members are between 28 to early 30s and I simply keep on repeating this mantra to them.”

Although he finds it very difficult to give time to his family, he manages it really well. Maintaining a balance in his personal and professional life, Vineet believes that, “you need to draw a line in both your professional and personal world. Everything has to have a limit and it becomes necessary to have a sound sleep every night. I think an adequate sleep helps you to keep fit and to perform in both the worlds....”

So what next? “We have long lasting stable plans in India as 44% of our investment is in Asia and India holds a key position in Asia. There is no subprime and it’s the right time to invest in India,” replies the promising leader. As we bid him good bye, like the perfect industry expert, he gave us a piece of wisdom, “invest for a better future.” Sure thing, Captain! We’re willing to jump onto the Flying Dutchman, for we know that its captain will only fill our pockets with double digit profits.


Edit bureau: Angshuman Paul

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
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Of the people, by the people & for the people

IIPM is A World of Career

On what makes Ashok Leyland a deserving winner of the ‘Employer of Choice Award 2007’ for the manufacturing sector instituted by CNBC-TV18.Fighting the ‘war for talent’ and making the right HR decisions is what sets the company apart from the herd. Excerpts from the interview...

What are the main initiatives taken up by the company till date that makes it an employer of choice?

We have built a young technical talent pool by inducting around 350 engineers annually. Ashok Leyland is considered as a Day One recruiter in the top engineering colleges. In contrast to the industry, Ashok Leyland sees an annual turnover of only 1.5% of high potential personnel, thanks to an enabling, performance oriented culture. It has been further enhanced by the creation of the Young Executives (YEs) Forum for addressing aspirations of the 42% of Ashok Leyland’s executives below 35 years of age. The YEs forum is a platform to showcase their talent and innovative ideas. Another index of the changing climate is the very open, energetic and effective ‘bottom-up’ communication that occurs within the Company through a variety of channels- from the annual communication meetings where the top management interacts with employees in groups, to ‘soapbox’, an employee’s direct channel to the Managing Director.

The company has also initiated several employee engagement programmes like Improve – a company-wide employee project contest, BITES (Breaking thresholds by Involving Total Employees), RISE (Reward for Individual’s Search for Excellence) to recognise individual efforts at achieving excellence in any area of working as on date et al.

Investments in brand building advertising campaigns have also revolved around the employee-centric theme of ‘Passion for Engineering’. Then there are personal development plans through 360 degree competency assessment, Future Leader Development Programme and e-learning initiatives across the board, collaborative off-campus programmes (Ashok Leyland has a tie-up with BITS, Pilani for the BS and MS programmes).

Why is it becoming increasing important for companies to become employer of choice?

Primarily this is so because because because of the ever intensifying ‘War for talent’ as right talent is a scarce resource and today, attrition and re-training hidden costs are very high. Surely, hiring and honing key skills in your company is a competitive advantage today.

How does it help the company (not just in terms of hiring people but branding to the public at large) to be crowned as the best employer?

Surely, employee opinion helps build brands and reinforces share-holding value and our employees are our best ambassadors. So winning such an award creates positive word of mouth which translates into superior brand image and brand perception which in turn lends for attracting the right talent. It also helps in building employer branding initiatives at leading business schools adn therefore gives a higher pay-off from brand building advertising expenditures.



Source : IIPM Editorial, 2008

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

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Hello Moto... watch your back!

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Nokia rules indisputably; but every other player is trying to snatch the No.2 slot!

Who had thought that voodoo inspiring numbers (1100 or a 6300) would become brands in their own right. But, Finnish handset manufacturer, Nokia, through its irresistible prices and marketing blitzkrieg ensured that it is numbers that matter more in the ‘dialled numbers’ game! And Nokia continues to rule hearts in the Indian terrain, still controlling nearly two thirds of the market. What’s more, this is despite other players – Motorola, Samsung, Sony Ericsson and LG – eroding away some market share from the leader in recent times. Considering that Nokia (still!) corners a large chunk of the market and remains the unbeatable No.1, all other players in the segment are engaged in a similar (agonising?) struggle, to snatch away market share from Nokia. Since the 2nd slot is occupied by Motorola (with a much smaller market share by comparison - 12%), all players in the segment are vying for a larger share to dominate the number two slot, with a respectable margin that is.

Nevertheless, in the past year, Nokia’s position has somewhat weakened, with some of its market pie being sucked up by Motorola and Sony Ericsson. With its range of stylish phones like RAZR, SLVR, KRZR and lately MotoROKRamong others, Motorola has been able to divert some attention from Nokia toward itself. What has helped Motorola sustain and retain its second position has been the aggressive marketing and great positioning that the American major continues to indulge in. With Bachchan Jr. as brand ambassador, Motorola is indeed finding it easy to attract attention. The American major is also consolidating its position in the burgeoning PDA segment, with the latest addition to the portfolio being the MotoQ.

The actual number three slot among handset makers in India is with Sony Ericsson, which despite witnessing bouts of success (both in the country and globally); remains stuck as an also-ran in the Indian market with a mere 9% market share. But Sony Ericsson has the advantage of having brands in its portfolio that are already legends the world over. Aidedwith great campaigns and attractive features, its Walkman and Cyber-shot series have become a huge hit, helping Sony Ericsson to consolidate its No.3 position in India. While it’s Q2 results show an upswing of 59% year-on-year basis on the Indian turf, they have piled up a descent market share vis-à-vis Motorola. “We expect the market to remain competitive, but with products such as Walkman, we aim to grow faster than the market,” says Miles Flint, President, Sony Ericsson.

Sudhin Mathur, GM, Sony Ericsson Mobile Communications (India) adds: “We are not bothered about being number 3, but about delivering products that are technologically superior and meet customer demand.” Better watch out Moto, this one’s on track to snatch the No. 2 slot from you, the anguish of Nokia’s lead notwithstanding...

Edit bureau: Karan Mehrishi

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

An insured innings!

IIPM is A World of Career

Shot at Madh Island in Mumbai, the ad has been conceptualised by Nima Namchu, Senior Creative Director of Publicis India and has been directed by Soojit Sircar of Red Ice Productions. Namchu recollects the experience of working with Sachin and says, “He was very easy to work with and displayed no airs of being such a big star. We had already sent the scripts to him in advance and he was prepared completely and knew what was expected out of him.” Namchu goes on, “During the shoot, the entire team was in awe of the man. He is Sachin, after all! And there were young boys (many of whom idolize him!) and we had our share of autographs by the maestro during the shoot!”

Just like the message in the ad, Namchu points out that the central concept of the advert was to not be restrained and play the shots ‘Khul Ke’. The group of boys who are seen playing alongside Sachin play an important role in the ad and Namchu says, “Before every commercial, we do the auditioning of the actors. In this one, we wanted to have nice looking kids who could play cricket. I think that was more important.” He adds that the kids were fun to shoot with. “Kids are easy to shoot because they are not conscious about the fact that they have to act alongside a celebrity and in this case it was Sachin Tendulkar,” says Namchu.

Though the ad does not have a very strong story-line, it conveys the message (to enjoy every moment by letting Aviva take care of the future) through an association with cricket. And that’s where the use of Sachin stands out. Unlike most ads, this one does not waste the celebrity and employs him to convey its message simply yet powerfully. The clutter-free background of the ad along with the actors clad in a soothing white and yellow really stand out.

More than three centuries in this business and with Sachin to score runs for them now, Aviva seems set for a longer innings and Sachin needn’t really worry about the pitch, as everything is ‘insured’ this time!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure

Why Study Abroad When IIPM Gives You 3 global Advantages!

The maestro bats to provide ‘Kal Par Control’…

Why Study Abroad When IIPM Gives You 3 global Advantages!

His career graphs boasts of a successful series against the Proteas (South Africans) and a forgetful first test against the Poms (England), but this ad of Aviva Life Insurance has marked a new innings for the Master Blaster – Sachin Tendulkar. While younger colleagues like M.S. Dhoni don the glove for GE Money India and skipper Rahul Dravid bats for Max New York Life Insurance India, Sachin has just made his debut in the insurance domain. Bert Paterson, MD of Aviva India seems ecstatic at the prospect of the ‘Little Master’ endorsing Aviva, “Sachin is the most popular icon in India for all age-groups and his popularity transcends the boundaries of religion, caste and region.”

With this cricketing icon as its ambassador, Aviva has come out with a commercial that showcases Sachin Tendulkar enjoying an energetic encounter with a group of boys on a windy day by the shore. Even as he indulges in the enduring game, the batting maestro takes the viewer on an interesting journey that embodies his and Aviva’s beliefs of leading a life that is tension-free and ‘Khul Ke’ by drawing a connection between life and the game of cricket. The commercial’s genesis has been customer insight, which pointed out that ambiguities and concern about the future restrict one from deriving maximum pleasure from the present and living life to the fullest.

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Source : IIPM Editorial, 2008

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

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Dragon gotta fire right!

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China must direct its economic growth

If statistical jugglery is anything to go by, then China, growing at an extraordinary rate of 11.9%, is poised to overtake Germany this year as the world’s third largest economy. But the key concern is whether the growth is sustainable. Rhetoric in Beijing goes on to suggest it is, and that the government is taking steps to change the patterns of economic growth & deepen reforms; yet 1.3 billion people still have a long way to go before their living standards compare to counterparts in developed economies.

The growth in top three matured economies of the US, Japan & Germany, which have occupied the top three slots for the last three decades, has slowed down; and as a result of foreign investments & trade, economic growth of China has been accelerating. Some analysts are of the view that these statistics signal overheating, which would prompt the government towards top-down measures. OECD feels that the Chinese government has been ineffective n countering negative impacts of its rapid economic development.

Inflation is yet another concern; the CPI has jumped to 4.4%, a 33-month high; which is bound to influence low-income earners. Aveek Barua, Chief Economist, HDFC Bank, commented to 4Ps B&M, “The Chinese economy is definitely not cooling, though there have been signs of interest rate hike...” The economic growth is being fuelled by government-led investments rather than spontaneous improvements in the demand and supply relationship. Economists caution against being too optimistic and argue that more attention should be paid to economic structure rather than growth rate.

Edit bureau: Gyanendra Kashyap

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Source : IIPM Editorial, 2008

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

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Why Study Abroad When IIPM Gives You 3 global Advantages!

Can we af‘Ford’ a toast?

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Ford has only made a partial recovery

Rallying from the brink is a rare character trait, which few possess. For a change, ailing American automotive giant Ford Motors seems to have it. Even after analysts had lost all hope on American auto makers, Ford has stunned everyone with its $750 million profits for Q2, 2007.
Amidst the criticism, the profits have acted as a saving grace for thecompany, which was reeling under insurmountable losses of $1.3 billion last year! It is believed that the raison d’etre behind these unexpected profits has been impressive performance of Ford’s overseas markets in Asia Pacific & Latin America. North America continues to bleed though, with losses of $279 million. Effective contributions came from Ford South America ($255 million), Ford Europe ($262 million) & Premiere Auto Group (PAG, $140 million).CEO Alan Mulally said, “Our team is very encouraged by the significant progress we are making.”

Mulally cannot ignore, however, that the biggest boost for Ford has been the Aston Martin sell off, which infused $925 million into Ford’s coffers. Furthermore, the company is apparently looking to sell off all PAG brands. As a further cost-cutting exercise, Ford has reportedly cut close to 6,400 jobs in North America, saving it almost $600 million in second quarter. Of course, with such massive milking of assets, this latest trickle of black stops well short of a rally. And by blindly selling of high value brands, the company only seems to be delaying the inevitable.

Edit bureau: Karan Mehrishi

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Source : IIPM Editorial, 2008

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

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Despite many geo-political roadblocks and flaws, America stands undisputed...

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Leaders from countries like Venezuela and Iran, emboldened by the changing geo-political balance of power, feel no compunction whatsoever, denouncing America. Sarkozy’s opponent, Ségolène Royal, made anti- American sentiment, a cornerstone of her campaign, and 47% of the populace apparently thought, she picked the right villain. Even Russia, which held hands with the US while it was in the process of returning to the global economy, has started treating the US Government with the impudence of a teenager toward his dumb blundering dad.

But if America’s political reputation is faltering, its business reputation decidedly is not.

Today, American companies and entrepreneurs operate around the world with unparalleled vitality and access. Europe is still the largest investor in the United States, and the US is the single largest foreign investor in France.

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Source : IIPM Editorial, 2008

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

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What can America do to improve its brand in the world?

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Q: What can America do to improve its brand in the world?
– Julie Meyer, London

A: It can start winning. Basically, that’s the only choice for any organisation, be it a company or a country, that wants to repair a damaged reputation.

For instance, imagine if US policy and military action finally managed to install a peaceful democracy in Iraq. Such a victory would no doubt change a lot of minds about America’s “brand”. We would go from incompetent, arrogant bullies to brave, persevering heroes in about the time it took to report the news. But before we go too far down this path, let’s get clear about the kind of trouble the American brand is really in.

Yes, a boldly pro-American President, Nicolas Sarkozy, was recently elected in France, and leaders of Britain & Germany are also supporters of the US. And, yes, the number of people trying to get into America has never been higher. But broadly speaking, the US has undoubtedly lost respect on the world’s political stage.

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Source : IIPM Editorial, 2008

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

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Why Study Abroad When IIPM Gives You 3 global Advantages!

London is the new face of Facebook

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Facebook, one of the hippest social networking sites in cyber world, has a ‘hot spot’! Guess what? London! Recently, it was revealed that London recently eclipsed Toronto as having the biggest network on Facebook. com. In all, 790,615 members are listed from London; and whereas the site’s user base has been growing at 3% every week on an average, in London, the base is growing by 6%. Even Matt Hicks, Senior Communications Manager of Facebook, admits, he can’t give a specific reason to why London shot past Toronto, but said that both cities’ growth rates are in line with the company’s worldwide user base. With close to 30 million users, Facebook is signing up 150,000 new users everyday. If you look at country statistics, then Canada leads the Facebook race, followed by the US; the UK has the third largest number of users. Little wonder that thousands of workers across the UK have been banned from using the popular social networking site to cut down the wastage of man-hours.

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Source : IIPM Editorial, 2008

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

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‘Mac’king coffee...

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After the phenomenal success in the fast-food market, McDonald’s is ready to replicate this success elsewhere. Reportedly, McDonald’s is all set to enter the estimated $60 billion global coffee market in a big way and will earmark certain percentage towards its expansion funds. It is believed that the legendary American fast-food giant has been enticed by the growth prospects in the global coffee market and will go all the way in establishing itself as a dominant coffee vendor. McDonald’s will enter in both hot and cold market segments for maximum reach. As per certain surveys, McDonald’s high-end coffee even beats the quality of Starbucks and that is truly a way forward! Sitting on the back of this chutzpah, McDonald’s will try to win the coffee race from Starbucks, which is planning to increase prices owing to high input costs.

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Source : IIPM Editorial, 2008

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

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When IIPM comes to education, never compromise
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Why Study Abroad When IIPM Gives You 3 global Advantages!

In our view, this credit crisis is just a financial sector crunch, not an economic Armageddon

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All of those dislocations came, wrecked havoc and eventually got cleaned up by market forces with some form of government intervention. Without question, that will happen this time around too, most assuredly because the underlying global economy is so fundamentally strong. Yes, it may be entering a period of slower growth, but thanks to record levels of economic interdependence and activity, it is more resilient than ever. Which is why now is the perfect time to take the big swings. The rewards can be huge, even disruptive – in the best sense of the term. Case in point is Bank of America’s recent $2 billion investment in Countrywide Financial Corp., a leading mortgage banker that was facing a liquidity and credibility crisis. The deal not only delivered short-term paper profits to Bank of America, it allowed BofA to leapfrog its way into the mortgage business and opened the gateway to a flood of new deposits. In one fell swoop, Bank of America expanded its market share and enhanced its industry profile, basically changing its competitive position.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!