Rebecca West to Allen w. Dulles

IIPM Prof Rajita Chaudhuri: The New Age Woman

English journalist, novelist, and critic, perhaps best-known for her reports on the Nuremberg trials, Rebecca West started her career as a columnist for the suffragist weekly the Freewoman in the 1910s. Kenneth Tynan described her in 1954 as "the best journalist alive". The following letter was written to Allen W. Dulles, an American diplomat and author of several books on foreign affairs. He was an early head of the Central Intelligence Agency (1953'1961). West's mixed review of his 'bland' book The Craft of Intelligence is being discussed here.

February 22, 1964

My dear Allen

My review has now gone to the Sunday Telegraph and I hope it won't displease you. I enjoyed the book very much, though I was puzzled by the way that you don't seem to have been posted on English cases with perfect accuracy. Houghton`2` did not attract the attention of any security organisation by his extravagance and his investments in real estate or anything else. He is said to have been detected in the course of a dragnet investigation into the possible writers of an anti-Semitic anonymous letter; an alternative version being that a defector drew attention to the presence of a spy in his area on his level. Vassall's extravagance was not noticed, and a good part of the Tribunal was taken up by frenzied attempts of our Attorney-General (a moron of the first water)`3` to prove that our security organizations should not and did not notice it.

I have a strong suspicion that you have read the Vassall Report and not the volume of evidence etc published by His Majesty's Stationery Office. The two don't jibe too well. Radcliffe`4` is an over-rated talent and he fell down over this, and the Law Officers of the Crown were pitiable. I think someone had a hope that if they slapped down the press over the Vassall affair it would be muzzled over the Profumo case. It wasn't, and the whole thing just goes to show that one can't be too clever.

I have the oddest recollection, and an unpleasant one, of Mildred Harnack Fish.`5` She turned up with an introduction from an English writer now dead, at my flat in Orchard Court, and gravely told me that Hitler adored my books. She was empowered to tell me so, and bore the message gladly, because she and her husband were trying to civilise the Nazi state by working for it in the cultural sphere. She went on to say that every book I had written would be published in a beautiful German translation if I would only sign a declaration that I had no Jewish blood in me. At which I asked her to go. She went on, telling me the advantages I would secure if I did this little, little thing, even telling me that if I didn't people might think I had Jewish blood. I explained that I certainly hadn't, but that I would rather die than do such a thing as sign a declaration to curry favour with Hitler, and I threw her out of the front door, and as I did so, I made the uncharitable remark, 'I hope Hitler does to you the worst thing he ever did to a Jew.'

In 1949 I was in Hamburg with Henry and Dorothy Thompson and someone brought a book of anti-Nazi martyrs to the hotel, and I opened it at a page where there was the blond and vague face of Mildred Harnack Fish beside text which showed that Hitler had done that very thing. I felt considerable remorse, until an ex-Communist said to me, 'Let me suggest to you, dear Rebecca, that she was not merely disguising her real convictions when she came to England on this mission. She was also engaged in a typical Communist attempt to tie bricks round the necks of all conspicuous anti-Communists.'

Not a nice story, but this is not a nice age.

All good wishes, and may we Meet some time soon,

Yours ever,
RW

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

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KARNATAKA PROTEST: A promise not kept

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Six years gone & STF men who killed Veerappan get nothing

When the elusive forest brigand Veerappan was shot dead by the joint Special Task Forces (STFs) of both Karnataka and Tamil Nadu on October 18, 2004, the then government had promised to reward the cops involved in this operation.

Dharam Singh, who was the Chief Minister of Karnataka at that time, had announced various incentives, including cash rewards and promotions to all the 754 Karnataka STF personnel involved in the operation. Also, he had promised to gift residential plots to brave officers at their respective district headquarters.

Now, almost six years after that incident it looks that the operation has been forgotten. The STF has been renamed Anti-Naxal Squad (ANS) and redeployed in the dense jungles of Western Ghatts. Different governments came and went, but nobody made an effort to fulfil the promise despite repeated reminders and pleas by potential beneficiaries.

Upset with the attitude of the government, some personnel resorted to legal battle. B.Venkappa Rai and D.R.Jayaswamy of Mysore, N. Jagannathan, B.K. Bhaskar and Ningappa of Bangalore filed a case in the court against the state government. Finally, the court ordered the state to sanction the plots to the petitioners. But the government didn't act. And when it continued to ignore the court order, the petitioners filed Contempt of Court petition against the state government. This time, the government acted and sanctioned residential plots to all the above petitioners. But the government can get into trouble if the rest of the personnel also approach the court. In such a situation, the government might find it difficult to provide the plots to all of them.

Therefore, it immediately swung into action and issued an order on May 17, 2010, (HD92 POP 2010). It stated that instead of giving plots to the personnel the government would give them money that is cost of the plots (Rs 510 per square-foot). Some officials said Rs 20 crore is going to be allotted for this purpose. They said the government reneged on its early promise because there is shortage of plots in urban centres across the state.

According to the promise, the personnel holding post of inspector and lower level were supposed to get 30/40 plots and those above the inspector level 60/40 plots. Some activists said the recent offer was nothing but an eyewash, for none could get a plot with the price the government has fixed as the land value has risen in the urban centres, particularly in metropolises like Bangalore. The government is trying to wash its hand off the whole issue.

Moreover, even if one goes by the price per-square-foot fixed by the government, the total amount needed is around Rs 46 crore. But, as per the order, only Rs 20 crore is going to be allocated. Is it another eyewash?

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RAAJNEETI: Plot politics

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TSI Five-O: A gripping political ensemble tale
Every time you catch Samar Pratap (Ranbir Kapoor) with his smart phone in 'Raajneeti', he is seen playing chess on it. It's a most apt image that Prakash Jha weaves into his epic political saga because all the twist and turns appear like a well planned chess move ' some you'll anticipate and some will catch you blind-sided. It is not, as pre-release speculation would have you believe, a film based on the first family in Indian politics. But it is the story of a political family and the turmoil it goes through when a power struggle ensues as the party leader suffers a stroke. He appoints his younger brother at the party helm but there are Gen-Next kids ' the son (Arjun Rampal), the nephew (Manoj Bajpai) and the daughter-in-law (Katrina Kaif) ' who are also staking their claim to power. There's the outsider as well (Ajay Devgn) and pulling all the strings merrily in the background is the schemer, (Nana Patekar) trying to keep everything from falling brutally apart.

Shades of Mahabharata and 'The Godfather' converge to create a hue of a saga of succession battles and the twists they spawn. The performances are all top notch. Ranbir defies his age to deliver a top class performance, Manoj Bajpai shines as the desperate son who sees his position fade away, and Nana Patekar is understated as you have never seen him before. This combined with a good background score and well-planned sprawling shots lay the canvas wide for Jha to showcase his brand of filmmaking. Some of the plot points are a bit of stretch (politicians settling feuds themselves in a shootout, 'Wild Wild West' style? I don't think so) but 'Raajneeti', with some sharp dialogues and a well-laid-out storyline is a satisfying watch.

It does not answer any questions about politicians and their ilk but as a chronicle of the murky visage that is politics and how the hunger for power transforms seemingly ordinary people into doing extraordinary things, 'Raajneeti' has got to be on your watchlist.

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

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She is involved in training and development activities of the institute and heads a large team compromising both men and women.

Prof. Rajita Chaudhuri Dean - Center for Enterprise Management

Prof. Rajita Chaudhuri syas, "During the past few years I have trained thousands of senior executives and have consulted companies in India and abroad; one thing that has been universal is that employees expect a woman boss to play a more nurturing role. They may take a rough and tumble from a male boss but with a woman boss the issue of an ego clash shows up more frequently. It may take some more time before the surveys show up more encouraging trends but the reality is that today it's easier to be a woman boss as the roles are getting very transparent. I have incorporated many things from my personal experience. When I became a mom I wanted to work but had no time. So in my office I introduced flexi hours for new moms. I also felt that dads should share the responsibility of kids too. So every fortnight, dads get an off to spend time with their family. I also realised that women have better self esteem when they look and feel beautiful. So we conduct regular workshops in our office on dressing and make-up. This is an offbeat trend but being a woman boss you tend to bring these little nuances into the workplace there were doubts that I being a wife to a famous person (Rajita is married to Professor Arindam Chaudhuri) has made things easy for me. But with time all these notions were dispelled. I maintain a very goal oriented yet approachable stand for all my employees. There are moments of ego clashes in the office but I always try to keep a cool head and think of it as a generic problem and not a gender based issue.”

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Rough cut: Cinema under siege

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In an open letter, Iran’s most admired director asserts the right of independent filmmakers

Abbas Kiarostami
Iranian filmmaker and global ambassador

I am not sure whom I am writing to, but I do know why I’m writing it. I believe that under the circumstances it is important because two Iranian filmmakers, both of whom are vital to the Iranian wave of independent cinema, have been jailed. As a filmmaker of the same independent cinema, it has been years since I lost hope of screening my films in my country. By making my low-budget and personal films, it has also been years since I lost all hope of receiving any kind of aid or assistance from the Ministry of Guidance and Islamic Culture, the custodian of Iranian cinema.

In order to make a living, I have turned to photography and use that income to make short and low-budget films. I don’t even object to their illegal reproduction and distribution because that is my only means of communicating with my own people.

Even if we choose to disregard the fact that for years now, the cinema administrators of the country, who constitute the main cultural body of the government, have differentiated between their own filmmakers and independent filmmakers, I am still of the opinion that they are oblivious of Iranian independent cinema. Filmmaking is not a crime. It is our sole means of making a living and thus not a choice, but a vital necessity.

I have found my own solutions to the problem. Independent of the conventional and customary support granted to the cinematic community at large, I make my own short and independent films with hopes of gaining some credit for the people I love and a name for the country I come from. Sometimes, that calls for the making of films beyond the borders of my country, which is ultimately not out of personal choice or taste.

However, others, like Jafar Panahi, have for years tried to summon official government support, exploring the same frustrating path, only to be confronted with the same closed doors. He too has for years held hopes of obtaining public screenings for his films and receiving official aid and assistance from the relevant governmental bodies. He still believes that based on the merit of his cinema and the acclaim they have brought the country, he can seek legal solutions to the problem. The Ministry of Guidance and Islamic Culture is directly responsible for what is happening to Panahi and his like. Any wrongdoing on his part, if there is any at all, is a direct result of the mismanagement of officials at the cinema department of the ministry and its inadequate policies which leaves no choice for a filmmaker other than to resort to means that jeopardise his situation as a filmmaker. He too makes a living through cinema. For him, too, filmmaking is a vital necessity. He needs to make himself heard and has the right to expect cinematic officials to facilitate the process, rather than become the major obstacles themselves. Perhaps officials at the ministry can not at present be of help in solving Panahi’s dilemma but they need to know that they are and have been responsible all these years, for the horrible consequences and unpleasant and anti-cultural reflections of such policies in the world media.

I may not be an advocate of Panahi’s radical and sensational methods but I do know that the cause for his plight is not a result of choice but a compulsion. He is paying for the conduct of officials who have for years closed all doors on him, leaving open small passages and dead ends. Panahi’s problem will eventually be solved but there are numerous young people who have chosen the art of cinema as their means of expression and careers.

This is where the duty of the government and the Ministry of Guidance and Islamic Culture, as the government’s main cultural body, becomes even more critical, for they face a large group of Iranian youth who aim to work independently and away from complicated official procedures and existing prejudices.

Jafar Panahi and Mahmoud Rasoulof are two filmmakers of the Iranian independent cinema, a cinema that for the past quarter of a century has served as an essential cultural element in expanding the name of this country across the globe. They belong to an expanded world culture, and are a part of international cinematic culture. I wish for their immediate release from prison knowing that the impossible is possible. My heartfelt wish is that artists no longer be imprisoned in this country because of their art and that the independent and young Iranian cinema no longer faces obstacles, lack of support, attention and prejudice.

This is your responsibility and the ultimate meaning of your existence.

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).

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A Pakistani in America

IIPM B-School Detail

As Shahid Husain makes a trip to America tinged with hope and apprehension, he brings a pleasing grab bag of a jumble of funny encounters, strange sights and what not

A couple of months ago, I mailed one of my political analyses published in The Sunday Indian to my FB friend Amy Lavenson to get her opinion about it. Interestingly, she invited me to deliver a “community lecture” in Olympia, WA. It was unbelievable! Always shy to face the audience, I thought she must be joking. Nevertheless, I asked her to send me a scanned invitation so that I could make it a part of my application for the US visa. The copy she mailed me said that she would bear the internal expenses. Now the question was who would bear the external expenses, that is, the air fare and boarding and lodging cost. That issue was also resolved when a college mate of mine said he would bear the cost. He too mailed me a scanned letter. My editor at The News, Talat Aslam, was kind enough to give me a recommendation letter.

Though unsure about getting the visa, I took an application form from the American Express and tried my level best to fill it in the stipulated time frame but failed. Repeated efforts bore no result. The US visa application is so cumbersome and detailed that I thought I would never be able to fill it properly. It’s loaded with minor details and silly questions such as “Are you a terrorist?” and so on. I sought help from a fellow journalist, named Maqbool, to fill it but he too failed. It took almost a fortnight to ultimately fill it with the help of a very fast typist at The Herald.

Having applied for the US visa online, I waited for an interview at the US Embassy in Islamabad. That meant an expenditure of another Rs 20,000 or so to go the Capital. I was short of money as usual and didn’t want to borrow from friends. Amazingly, I received a call that I would be interviewed at the US Consulate in Karachi. But an employee at the American Express was adamant that it was a computer error and that I would have to go to the US Embassy in Islamabad. However, I stuck to my guns.

I was pretty sure I would not get a US visa despite the fact that I have travelled to the UK and several other countries and always returned on time. I never had an urge to slip away or seek political asylum. Finally, I received a call from the American Express that I would be interviewed in Karachi. I was asked to reach the consulate at 9.30 am.


In the meanwhile, I rang Elizabeth O. Colton, Public Affairs Officer at the Consulate General of the USA, and told her that I had been invited by a couple of US colleges to deliver a lecture. She told me frankly that nobody could influence the visa officer and that all she could do was to write a line that she knew me.

My interview at the US consulate was brief. Finger prints were taken and then the visa officer, a man with stern looks, called me in.

“Why are you going to the US?” he asked me. “I have been invited by Amy Levinson to deliver a lecture,” said I.

“So you are going to Columbia, New York?” he asked. “No I am going to Olympia, Washington,” said I. “Sorry, I have some hearing problem,” he said, adding, “My sister graduated from Columbia, New York.”

“Is your wife accompanying you?” he asked. “No!” said I. “Where were you born?” he asked another question. “I was born in Karachi” was my reply. He paused for a moment and then handed me a coupon and told me I would receive a call from The American Express in a couple of days to collect my passport. “Have a nice trip!” said he.

Excited, I had informed almost all the friends that I was going to America to deliver a lecture. I received an e-mail from Dr. Ehtisham, a retired surgeon in the US, asking me to stay with him. He informed me that his house was merely two miles away from the Niagara Falls. Another friend who lives in New York invited me to stay with him. My old friend Zulekha Yusuf, who lives in Virginia, asked me to visit her home and said that she would organise a meeting of Pakistani Americans so that I could deliver a talk to them. She also wrote a very provocative message on FB saying, “What do you think of yourself?” I replied that I was a journalist with an experience of 36 years and recognised in India as well as Pakistan, and no more an activist of National Students Federation (NSF) whom anybody could use.

Interestingly, while I was chatting with an old friend who had sent me a letter saying he would bear my travelling and boarding cost, I was shocked when he said he knew Mir Khalil-ur-Rahman and Mir Shakil-ur-Rahman while I didn’t. I said I never wished to know big businessmen. He also asked me whether I was a member of the Communist Party of Pakistan. I said I was a group member during my student days and it was written on FB that I was a Marxist. I flatly told him I didn’t need his ticket. “What to do now?” I thought. “How to bear the travelling cost?” I decided to sell a piece of land that I owned at throwaway price.

During all these days, I wrote a hypothesis on relationship between Nature and Man, and showed it to well-known psychiatrist Prof. S. Haroon Ahmed and to my classmate at the University of Karachi, Dr. Kaneez Fatima-Shad who is now an eminent scientist and professor of molecular medicine and drug research at Dr. Punjwani Centre for Molecular Medicine and Drug Research at the University of Karachi. Both approved it.

I will elaborate it in 4-chapters, 100 pages book after I get a break. I am also likely to present the hypothesis at John Hopkins University.

My wife Nasreen Fatima, an ex-computer programmer and now a house wife, said she had heard visitors were passed naked through a machine. I said I didn’t care if the Americans passed visitors through the screening machine naked since it’s too hot these days and I felt angry due to perspiration. She said “Aap to ajeeb batein karte hein (You talk strangely)”. I asked her if she wanted to go to America. “Bhar mein jaye America. Mein to kabhi nahin jaongi (To Hell with America. I would never go there),” was her reply.

My friend Imran Ayub who works for the Dawn newspaper said, “Shahid bhai just leave your clothes near the screening machine and run on the airport naked and we will get a juicy news item in the New York Times reading ‘a naked Muslim terrorist arrested at JFK Airport’, and we will lift the story.”

Shahid Husain

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).

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DIFFERENT STROKES FOR DIFFERENT FOLKS

Brands and companies that wish to succeed in the emerging rural market need to employ strategies which allow them to be a part of the consumer’s daily life...

India is fast becoming an emerging market with an estimated 150 million strong middle-class consumers. Stretching across the length and breadth of the subcontinent it has long fascinated domestic as well as multinational corporations around the globe. In fact, now the dream is blazing brighter than ever as the Indian rural market is displaying a marked inclination towards consumerism, outpacing the urban market in its ever increasing demand for an array of products and services.

The basic surge in the demand for consumer products is not anymore confined to the people with high levels of income. Even those who appear to be less privileged buy and use such products. Significantly, most of the purchases are made from the households’ own income. Higher purchases schemes and loan account for only around 10% of the rural buying. As a result, like all other mediums of communication, activation and experiential marketing has also seen a massive surge in opportunities in the emerging Indian rural market, as brands now have to increasingly rely on consumer – brand experience to capture mind share against extremely strong local products.

In a market where life revolves around deep rooted community values, joint families and social customs, a pertinent question pops up: Does one size fits all or does one needs to make specific strategies to target emerging Indian consumer? Our emerging consumer is not the savvy “I know it all” of the metro as yet. Yes, as in almost all other media for activation too – it’s different strokes for different folks!

For marketers in the last decade, making space in this emerging consumer market has been fairly simple. The famous video on wheels road shows, the branded smaller trucks, and the likes have done endless rounds, season after season for almost every product. However, in the last few years India has truly evolved with the TV, movies with their endorsements and even the electronic medium has seeped into the rural fabric. They know their brands and have opinions. So, is the ‘song and dance’ or the ‘show them a movie at night’ is really all it will take now?

The time is ripe for focused and relevant messaging and activations that build relationships. To appreciate and understand the emerging consumer’s decision making process one needs to understand the culture of ‘emerging India.’ The social structure of this TG is built around the immediate family, local business community, regular meetings at mandirs, community participation in festivals, et al. Hence, this impacts the entry points to consumer’s life where his purchase decisions are heavily influenced by someone close/trusted like family members, friends or even local dealers/agents, and of course if the product drives aspiration. Interestingly, rural youth is slowly evolving as the ‘opinion leader’ in influencing brand and product decision in a market that was swayed by village elders for centuries. When building a brand in rural India, word-of-mouth is a huge motivator. Initiatives like participation at community events such as annual melas, haats and street theater, continue to generate awareness and influence buying decisions.

Comparatively evolved involvement with schools, sponsoring sports teams or clubs, adopting associations, and building associations with panchayats create a positive word-of-mouth. A plan which activates word-of-mouth goes a long way in forging a longer lasting relationship. A case in point is Dabur Chyawanprash with the objective to reach out to mothers through kids to make them aware of the importance of Chyawanprash in their children’s everyday life. A unique concept of ‘Androoni Shakti Choonauti’ for the kids was conceptualised promoting the brand across schools. Post an interactive session and a product audio visual, letters were sent to mothers including a slogan contest and discount coupon. In fact, in select markets over a lakh students translating roughly into the same numbers of households were contacted. With a 50% response the brand was not only able to build a significant relationship with the consumers but also add on to the numbers. Certainly activating emerging India is all about having different strokes for different folks!

Ambika Sharma is the National Head of Jagran Solutions, which in 2009 won 23 awards at the 10th PMAA event at Singapore

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).

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Environment or Envy?

With world leaders gung ho about COP15 on climate change; global warming has caught the imagination of Indian media. Corporates too are happy to dabble in this green marketing game and ‘green meetings’ are the buzz words in India Inc.’s corridor of power. Not to be left behind, the hospitality industry is also turning on its green charm. Big star hotels like Ecotel, Orchid, ITC Royal Gardenia and Renaissance are gearing up with various new concepts to lure customers. The idea is to provide corporates with everything which is eco-friendly including the scrumptious delicacies on the menu. So the average menu has begun reading like a dream for the size zero aficionados viz. fresh, organic and local delicacies that in turn translate into lower carbon foot prints. An independent hospitality industry analyst explains the rationale behind these overtures, “The expenditure incurred on such meetings is at least twice that of a conventional meeting which is a key reason for hotels to dabble in this. It also increases employment and creates a ripple effect for the hotel business.” Presently, green meetings contribute just 1-2% to overall hotel revenues, but the same has the potential to reach 8-10% levels by 2012. Is that your saliva turning green?

Neha Saraiya

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Source : IIPM Editorial, 2010.

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

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Help yourself, please!

The persistent turmoil in the aviation sector coupled with the mounting losses quarter after quarter (all thanks to the increasing input costs) have left Indian aviators high and dry. Moreover, all the major players, which include Kingfisher Airlines, Jet Airways and Air India, are also over burdened with huge debts mounting over them. While, Kingfisher Airlines has a debt of about Rs.90 billion, Jet Airways has a massive burden of about Rs.150 billion on its back. Well, the less we talk about Air India’s financial standing, the better it is! All these financial obstacles have forced the domestic players to urge the Civil Aviation Ministry to relax the FDI investment cap from the current 49%. However, a pertinent question that arises is, will this proposed increase in foreign investment in the sector actually solve all the problems of the airlines? “Airlines need to ensure that they match capacity with demand. There are currently too many airlines, with too many seats, chasing too few passengers. This will require more effective management as well as consolidation in the form of mergers and market exits,” suggests Binit Somaia, Regional Director, CAPA. Surely, apart from foreign investment, the airlines should also look at route rationalisation and cost cutting as effective measures to overcome the crunch. Somaia also highlights the role of the government in pulling the players out of the quicksand as he says: “The government’s key role is to provide a regulatory framework that provides certainty to investors, which is currently missing in the aviation sector.” Thus, it is not only the financial support that is required, but also the various aforesaid measures that must be adopted by the bleeding airlines to help themselves.

Ratan Lal Bhagat

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.
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The brand was in deep financial trouble till just about three years ago.

Today, a new management, cash infusion and a fresh communication, are striving to bring back brand OCM. The Amritsar-based textile manufacturer, which missed out on its big chance is now back with a vengeance demanding its due. By Angshuman Paul

The 36 acre OCM Estate runs parallel to the Grand Trunk Road in Amritsar and its serene outer facade almost transports you to the time-honoured colonial era. But walk inside the sprawling premises and you would perhaps be almost startled at the sudden flurry of activity that will surround you. It is this perceptual dichotomy that captures the past, present and future essence of this worsted suiting producer more than anything else. For a brand that had almost disappeared from public life over the past few years, the zest and energy at the OCM Estate these days is almost tangible. Spanking new billboards and hoardings have mushroomed across the complex featuring the new goals for OCM’s managers; men and women walk about with a definite purpose and a swing in their steps; someone is talking animatedly into the phone about the recent boost in OCM’s institutional sales figures, while somebody else is showing off a PPT of the recently concluded OCM Dealer’s Conference in Dubai to an audience of premium dealers shortlisted to take forward OCM’s new retail ambition of opening exclusive brand outlets across India and even Europe... WL Ross, the US-based private equity fund management company, which acquired the loss-making OCM from the S. K. Birla Group for $37 million in 2007, is seemingly leaving no stone unturned to not just get brand OCM back on its feet, but to perhaps, even surpass its past glory many times over.

To understand the changes in OCM’s present, it’s important to appreciate the brand’s past. Originally intended to manufacture carpets (OCM actually stands for Oriental Carpet Manufacturing), OCM was started by a group of British merchants from the East India Company and has changed ownership thrice ever since. The first was when India’s oldest business family intervened and the S. K. Birla Group acquired OCM with an intention of manufacturing suiting materials. Under the Birlas, the brand name shrunk to its acronym OCM and emerged as a textile behemoth, with an annual production capacity of 8.4 million metres.

But losses were heavy and three years ago, when WL Ross & Co. bought the ailing company, fresh funds injected were first used to repay OCM’s mounting debts. Analysts say that though OCM was sick financially, it had created a huge brand value as a tweed suitings producer. Likewise, the first big investment that Ross made in OCM was of Rs.75 million for re-engineering OCM’s brand image in the Indian market.

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Source : IIPM Editorial, 2010.

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

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THIS IS NO HERD MENTALITY

Success depends a lot on how you approach your target audience

After data management, product customisation and segmentation & targeting comes the turn of reaching the target audience using the right channels. When private sector bank, ICICI Bank decided to enter rural India with the aim to give loans for buying cattle to small farmers, they faced a lot of resistance, as farmers were more comfortable with local lenders and sahukars than with a bank. Another major deterrent was the extensive paperwork involved in getting a loan. To overcome this stiff resistance, ICICI launched a unique high impact rural marketing campaign called the Kamdhenu Cattle Loan Campaign. Through this joint campaign by ICICI Bank’s Rural and Microbanking and Agri Business Group (RMAG) and ICICI Lombard General Insurance, farmers were approached and were shown a short film on how availing a cattle loan is easy and not a cumbersome process. Avers Pranav Prasad, Head–Rural & Agriculture Business Group, ICICI Lombard General Insurance, “Kamdhenu was aimed at creating awareness among rural consumers about hedging their economic loss in the event of injury to the cattle due to illness or other perils.” Spread over a period of 150 days across five states and 48 districts, the campaign generated the requisite awareness. Post campaign, awareness levels about cattle loan increased by over 20% amongst the TG.

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Source : IIPM Editorial, 2010.

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

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There’s a critic!

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Diptarup Chakraborty,
Principal Analyst, Gartner

This campaign by Yahoo is basically to attract and capture new users that are coming onto the Internet. I don’t think that this is to arrest people that are already using Yahoo! and its services. Talking about the logic behind the campaign, yes, it will help improve the brand value of Yahoo! but the critical fact is that I don’t think Yahoo! will exist over the next two years.

The brand has lost a lot of value and weight in the recent past, and this campaign only appears to be increasing the brand value of Yahoo! to make it more appealing and attractive to potential bidders. Questions are also being raised on why Yahoo! chose to invest in rebranding, instead of investing more on R&D and innovation. The reason is that innovation is a long-term process while branding exercises produce returns within a relatively shorter time period. Also, innovation is much more a risky deal compared to branding exercises. This therefore, justifies Yahoo’s act! Talking about how competition may react to this latest branding strategy by Yahoo!, I don’t think they will react at all. They are definitely stronger than Yahoo! is and two years down the line, I simply see this online war being a two-player game between Google and Microsoft. So this rebranding strategy may not be worth the time and money spent...

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Source : IIPM Editorial, 2010.

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

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LOOKING AHEAD...

Who says an old horse can’t learn new tricks? Godrej, the business house that has been around for over 112 years, is learning them fast... indeed, very fast!

Last year, when we first visited the sprawling 20,000 acre Godrej campus in Mumbai, it looked like a sylvan oasis of tranquility, untouched amidst the bustling madness of Mumbai. However, only few knew that behind this serenity lay a turbulent sea, where this 112-yearold business house was fighting a high tide of calculated metamorphosis.

In fact, it was in 2007 that Adi Godrej and his senior management team realised that the brand pedigree of Godrej was not enough to tackle aggressive rivals and newcomers. The top management of this $2.8 billion conglomerate knew that the time had come to drill into the collective psyche of the 23,000 strong Godrej ‘family’, that it requires change. The ubiquitous result was the corporate logo change in 2008, followed by a slew of other marketing and organisational changes that promised to take brand Godrej to a much wider, urban and younger audience. Nobody is saying whether the slowdown precipitated matters or whether the sweeping brand repositioning is Godrej’s way of preparing itself for the future? Chairman Adi Godrej told this magazine, “Our survey showed that the perception about Godrej products required change. They needed to be connected more with today’s young Indians.” Leading from the front is Tanya Dubash, the 30-year-old daughter of Adi Godrej and Director & President – Marketing at Godrej. Starting from 360-degree advertising to changes in HR strategies, she is using all tactics to bring about a change in the positioning of the brand Godrej. Not only Tanya, even the other three young members of the family (Nisa Godrej, Navroze Godrej & Pirojsha Godrej) are seriously lending a helping hand.

No doubt, with FMCG products contributing most to the group’s profit, Godrej has all reasons to re-structure these cash-cows to maintain a steady flow of revenues in the future. But here’s why market watchers point towards the slowdown as the big catalyst. Though FMCG might be recession proof, Godrej’s other ventures like durables, appliances and furniture, et al (target audience for which are young couples in metros), have perhaps been affected by the slowdown and surely require an image makeover. “We are creating a platform that will enable synergy in distribution and supply chain management for various business,” elaborates Kamal Nandi, VP, Sales & Marketing, Godrej Appliances. After all, the times, they say, are changing... even for the Godrej Group!

Angshuman Paul

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Source : IIPM Editorial, 2010.

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

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A 20-year itch?

The recent bbdo and pizza hut split has left many in the global ad-frat bewildered, given that the parting of ways came after 20 long years. But this has not been the first such occurrence and if anything client-agency relations have become more fractious with time. In fact, the last few years have really been harsh on them. While the account of Magnum Ice creams (handled by McCann Erickson) moved to Lowe Lintas, Cornetto (under Heart brand) was shifted to DDB. Similarly, Unilever’s popular deo brand Axe, which was earlier handled by Lowe, finally fell into BBH’s palette. So what is it that makes clients to shop for a step agency? Notably, it’s not always a wrecked relationship between the two (as perceived by many!), instead there are a number of factors that are responsible for this habitude. “Pizza Hut always has had multiple agencies on its board, which include O&M, JWT, et al. So it’s not exactly an account shift,” avers Ajay Jhala, CEO, BBDO India. Moreover, even a change in management at client’s organisation (or even the agency!) can lead to an account movement. As Jhala further adds, “Sometimes a sudden upheaval in the market can also prove to be major reason for the break up between the two”. It’s time that agencies catch up with the clients’ changing needs or else one could see some more break-ups, for sure!

Neha Saraiya

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Source : IIPM Editorial, 2010.

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

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Biding adieu to the good ol’ Devil!

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It’s been turning many eyes green for more than two decades now. But, the electronics & home appliances maker Onida has finally bid adieu to the Devil. Sriram Krishnamurthy, Vice President, Marketing & Services, Onida, reasons the sad demise...

4Ps B&M: Although Onida wanted to adopt a renewed positioning, but was it really important to drop the Devil considering that it had high recall and was instrumental in the growth of Onida, especially in the television category?
SK: Envy has lost relevance as an emotional driver of durables purchase, which has become a necessity and is no more a luxury. And, consequently the Devil loses its meaning as a representation of Envy. Therefore, we decided to move away from using the Devil as our mascot.

4Ps B&M: From ‘Neighbour’s Envy, Owner’s Pride’ to ‘Tumko Dekha To Yeh Design Aaya,” how has Onida’s communication strategy evolved?
SK: “Neighbour’s Envy” was a breakthrough campaign in the 80s and 90s and it really boosted our share in the television market. Our new campaign, “Tumko Dekha To Yeh Design Aaya” is not just a tagline or a communication strategy, but our intention to make it a reflection of our organisational culture – one of continuous customer-centered innovations.

4Ps B&M: Going forward, what is your advertising and marketing plan?
SK: We intend to re-establish ourselves as a multi-category durables brand with a strong customer-centered promise of thoughtfulness. Towards this, we plan to double our current spending of about Rs.500 million on advertising and promotions outlay to Rs.1 billion in this financial year. The ratio between various media/months is not fixed and will be re-allocated on a dynamic basis.

4Ps B&M: What does your media mix look like?
SK: Our campaign will run extensively over television. Apart from that, we are also devising a comprehensive 360-degree campaign covering all media verticals – radio, cinema, print, outdoor and digital media. We will also launche point-of-sale merchandise.


4Ps B&M: So, Onida is all set on the ‘Promotion’ front. But, what new is happening with the product considering that Onida KY Thunder Series was the last blockbuster product from the stable?
SK: All our four campaign ads – across categories – today reflect strong new innovative product propositions. However, technology is a commodity nowadays and therefore we will need continuous innovativeness to stay ahead in the consumers’ minds.

4Ps B&M: And what’s Onida’s exact positioning?
SK: Our positioning is not based on price but on ‘Thoughtful Innovations’. All Onida products represent exceptional value to customers – great quality at the right price points.

4Ps B&M: Can you elaborate on your retail strategy?
SK: We are currently working through multi-brand retail outlets. We are working on a plan for some exclusive Onida retail outlets so that customers can get to experience the entire Onida product range which is difficult to achieve in multi-brand outlet formats.

Savreen Gadhoke

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Source : IIPM Editorial, 2010.

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

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FROM 2-MINUTES TO 25 YEARS…

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...the journey has been quite delicious for a phenomenon that has entangled young and old alike in its twirling noodles, says Savreen Gadhoke

“Mummy bhook lagi hai… Bas beta 2 minute!” The popular jingle coined in 1984 seems as relevant today as it was 25 years back. In fact, it starts resonating in our head once we hear the word – Maggi. But then, the start of this journey wasn’t all that smooth. When Maggi was launched in 1984 (first convenience food to be launched in India), the foremost concern among Nestlé honchos was with regards to the promotion and positioning of this instant noodle product in the Indian market – a category which hitherto had no strong footing on the desi soil and a market that never believed in packaged food. But, charged with the challenge to create a new food habit across age groups, the ‘2-minute’ jingle was composed and well, the rest is history. In fact, it has quietly slipped into the lives of millions of consumers with unique associations and fond memories – a favourite tiffin, a treat for hostelers or delight for the newly weds. Reckoned as a convenience food with ‘Taste bhi, health bhi,’ Maggi has indeed come a long way since its foray.

And in 2009, when Maggi initiated the celebrations to mark the completion of its 25 years in India by launching the “Me & meri Maggi” campaign, there were many who even went nostalgic. The campaign, created and conceptualised by Publicis India, traverses down the memory lane and captures real memories of consumers attached with Maggi. Even the packaging of Maggi carries pictures of commoners showcasing their bond with Maggi, for instance, “Meri hamesha hamesha ka saath Maggi.” The campaign is certainly based on the strength of this unique emotional bond that consumers have developed and continue to associate with Maggi. Says Emmanuel Upputuru (who worked on the commercial), “Indians have grown up having Maggi. Such is its popularity that even elders enjoy it as much as youngster. Through this commercial, we wanted to capture the moments shared by all with Maggi.”

With the insight that today’s young generation is continuously on-the-go and copes with a busy lifestyle, and need products that offer taste, nutrition and convenience, Maggi introduced ‘Maggi Cuppa Mania’ as a trendy ally of the multitasking generation. It also launched – Maggi Bhuna Masala – a ready-made cooking paste of Tomato and Onion (with and without Garlic). Says Shivani Hegde, GM Foods “…We worked closely with the Nestle R&D Centre in Singapore, who have used their technological know-how and our knowledge of culinary art in India to develop an innovative product that does not have any added preservatives and contains low levels of oil.” The launch of this product has further made inroads for Maggi to become an integral part of everyday cooking in India.

Harping over the ‘value for money’ quotient as its core strength, Maggi maintained the price point of Maggi 2-Minute Noodles at Rs.10 and Chotu Maggi at Rs.5 all year round (despite rise in prices of key input materials). In its endeavour to make Maggi Tomato Ketchup affordable to many more families, Maggi also launched Maggi Pichkoo, an easy to handle, squeezable pack of Maggi Ketchup priced at Rs.12.

Today, Maggi stands generic to its category. With continuous innovation and renovation of its product portfolio based on strong consumer insights, Maggi has become an integral part of millions of Indians. But certainly not in 2 minutes, they say!

Ambika Sharma
National Head, Jagran Solutions
“Maggi is like a pal that gives you a comfortable space. It’s a companion in odd hour. And no doubt, it carries a few characteristics of a contemporary mom too. In fact, the category of processed food would have maintained a far distance from consumers had Maggi not existed. I won’t even hesitate to say that millions of Indians can go on a hunger-strike for Maggi.”

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.

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