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

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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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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).

For More IIPM Info, Visit below mentioned IIPM articles.
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

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There’s a critic!

IIPM: An intriguing story of growth and envy

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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