Monday, June 30, 2008

D for Distribution

What would be the end result of a terrific Product, fantastic Pricing, and an out-of-this-world Promotional strategy? A flop show! That is, if you forgot the most important factor: Place!

If there is one American invention that has rocked the world and been tried by almost everyone – it’s the ice-cold colas. If there is one war that everyone loves to watch – it’s the cola wars – between Coke and its long standing arch-rival Pepsi. While “blind tests” done time and again have revealed that not many consumers can differentiate between the taste of Coca-Cola and Pepsi once they are blindfolded, then how come it’s been such an uphill task for Pepsi to defeat Coke? In America, it’s someone else who is holding the strings of this old battle – it’s McDonald’s. Strange but true, if McDonald’s (which only sells beverages of the Coca Cola Company) decides to sell Pepsi instead of Coca Cola, then it would not take long for Pepsi to finally defeat Coke. Since 1955, McDonald’s has exclusively sold Coca-Cola products. It has offered Coca-Cola beverages with all its meals and combo offers.

However, with consumers becoming more health-conscious, the consumption of carbonated beverages seems to be decreasing and of water and sports drinks to be increasing. The non-carbonated drinks category has become the strong hold of Pepsi with its extremely popular brands like Gatorade, Tropicana and Mountain Dew. Guess whom are they turning to, to ensure their grasp on the market remains – yes, McDonald’s! With hardly any growth in the carbonated soft drink market, it seemed a win-win situation for McDonald’s too. So, for the first time in history McDonald’s has quietly started offering non-carbonated beverages made by Pepsi at some outlets in US. Has the time come for Pepsi to wear the crown of the market-leader?

With products becoming almost similar and pricing too being more-or-less the same, today the biggest ‘P’ of 4Ps – (Price, Product, Place & Promotion) is “Place”. Yes, with McDonald’s becoming the new battleground for the colas, it shows that distribution holds the key to success in most product offerings.

The fountain of success

The most innovative ways of distribution have been developed by the Cola companies. They introduced the vending machines which soon became very popular and gave a boost to their sales. Vending machines suddenly made it so convenient to buy products you would hesitate to pick up otherwise (like condoms). Of course, they also made cigarettes and alcohol easily accessible to the youth. Today vending machines are selling just about anything and everything. Companies are quickly realising the potential of new distribution techniques. In the United States, sales through snack and beverage vending machines grew by 150% over a ten-year period reaching $35 billion annually in 1999.


Apple even started distributing its iPods and other products via vending machines. From digital cameras to batteries to other accessories, all were available in a single vending machine. Who would have thought a whole store could be shrunk into a staff-less 6-foot wide space!

Like the vending machine, the “soda fountain machine” is the very heart of Coke’s US strength and the major reason for Pepsi’s weakness. It’s the fountains business, which accounts for nearly all the difference in the 12 to 13 share-point lead Coke has over Pepsi (in US). About 25% of soft drinks sold in the US are dispensed by fountains (at McDonald’s, Pizza Hut etc). It just goes on to show that good and unique distribution channels can really become a brand’s “fountain” of success.

The modern age vending machine
That’s what the “Internet” is being called today. A select-and-send is all you need to do to buy things today. The whole music industry is changing. The internet has made music available at the click of a mouse. Youngsters are hardly buying CDs and music cassettes – it’s all there on the internet now.

The favourite shopping destination seems to be fast becoming the internet. No wonder Air Deccan decided to tie-up with Reliance Webworld to make air-tickets more accessible. Now, all you need to do is log on to the website, buy a ticket online, take a printout and fly. According to Sachin Bhatia, Co-Founder and Chief Marketing Officer, Makemytrip.com, approximately 10,000 air tickets for domestic travel are being sold online every day!

Not just plane tickets, movie tickets are also available online. Log on to the PVR website, choose your movie, your show timing and even where you want to sit!

Banks are using the internet to increase both their business and customer satisfaction. Day or night, you can get your queries answered, you can check your account and do a whole lot of other transactions – all thanks to the net. The customer is looking for convenience and instant gratification and if companies can work out innovative and unique strategies to make their product reach out and be visible to the consumer, their sales are bound to increase.
Copyright © :-Rajita chaudhuri and Planman Media

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

THE LAST LEAR

The verdict is clear, the Big B can sublimate even King Lear, as millions of fans will now hear...

A fabulous mythical bird, almost as large as an eagle with brilliant scarlet and gold plumage and a melodious cry – that’s the phoenix. It’s said, the phoenix used to appear at dawn every morning to sing a song so enchanting that even the sun god Apollo would stop to listen. And if mythology is to be believed then only one phoenix exists at one time. As the end of its life approaches it builds a pyre nest and sets it on fire – from the ashes of which rises a new phoenix. The bird is immortal. It’s similar to this man whom even mighty failures could not deter...

He made his debut in a movie in 1969, which failed miserably at the box office – and so did his next ten films! Any other actor would have been considered history with such a performance… but the man miraculously rose from the ashes in the avtaar of Indian cinema’s “angry young man”. Any movie he starred in, drove audiences crazy. The launch of his organisation ABCL spelled doom for him once more. The Bachchan magic that worked wonders on the big screen failed to work in the boardroom. An injury on the sets of Coolie in 1982 had brought the nation and Indians across the world to a halt as they prayed for his speedy recovery... the same man was now at risk of losing his house, as creditors lined up. He owed debts worth a staggering Rs.90 crores. The phoenix rose again as Bachchan agreed to host the TV show Kaun Banega Crorepati and became the most expensive endorser on television. Today, if Amitabh Bachchan as much as sneezes – it sends a chill down the spine of the whole industry – for he is the industry!

Loved & revered

The resounding success of KBC did make Amitabh the most expensive endorser – but he is also the most loved. He is the most saleable face of India – also the most dependable. Most importantly, he’s the most respected and believable celebrity that India has – the common man has blind faith in him. It is this hypnotic effect of the Big B that is drawing brands to him in droves. This 60+ man has all the top brands lined up for him, while some of the much younger celebrities are left high and dry. Bachchan’s high appeal cuts across gender, age and socio-economic groups. According to some studies, his effectiveness as a celebrity is nearly three and a half times more than the second most recalled celebrity Sachin Tendulkar.


The Midas touch

In the first two-and-a-half decades of his acting career of more than 100 films, he never endorsed any product. However, when he did do his first commercial in the 90s, it was for BPL washing machines. “BPL – Believe in the Best” was an interesting commercial and Amitabh charged a fee of Rs.8 crores – the highest anyone had ever been paid in Indian corporate branding scenario. The ad was so effective that it really worried BPL’s competitor IFB, who even went to the extent of finding out which washing machine he had. As luck would have it he had an IFB! So they came out with a cheeky ad that said, “Amitabh believes in the best. That is why he uses an IFB washing machine”. The ad created a storm and had to be pulled off – but the company had made its point.

Reid and Taylor too had a dream launch in India. Their strategy was flawless. They launched just before the World Cup in 1999, and roped in none other than 007 Bond to endorse their product. The market for luxury suiting was not yet developed and this seemed to be the right way to give popular brands like Raymond a run for their money. However, this side of the world there is only one Bond – Amitabh, and only when Amitabh featured in their ads did consumers respond. Customers walked into stores and asked for “Amitabh wali suiting.” Suddenly the brand saw its popularity growing in India. It did pay to “Bond” with the best.

He has a magic which cannot be denied. His unblemished personality makes him a real safe bet for advertisers. Nerolac improved its brand image by associating with him. “Yeh rang har kisi ko chhoota hai” helped Nerolac bridge the gap between itself and market leader Asian Paints. Dabur Chyawanprash, though a market leader, also needed the charisma and energy of Amitabh to continue keeping the brand relevant to consumers.

If advertising is about persuasion, then the guru of persuasion is Bachchan, and no one understands it better than Cadbury. In 2004, when the worm controversy hit Cadbury, the company’s reputation was in the pits. It did a lot to convince people about its high quality and safety standards, but nothing seemed to work. It took a Bachchan to salvage the company. His magic worked yet again and people forgot all about the worms – after all “Amitabh ji kuch khaas hai.” Marketers at Pepsi must’ve been wishing for his magical presence to bale them out of the recent pesticide controversy. Actually, KBC really started Amitabh on his second innings. After KBC, people started viewing Amitabh as a very genuine person – a fatherly figure. They started believing every word he said. The man did not betray his fans either. When Eveready approached him with a proposal to endorse their torchlight Jeevan Saathi, Amitabh refused the offer since the storyboard portrayed the product as a dowry item.

When a little boy innocently asked him why he endorsed Pepsi when it was full of pesticides – Amitabh did not renew his contract with them. Instead, he lent his persona to help the ‘Pulse Polio Programme’, to save lives of millions of children. Rural or urban, if Amitabh says it’s important, then the message must be serious, right?

The man has a conscience. Says he will not endorse tobacco, alcohol and gutkha. The star is hugely expensive (his fees are to the tune of Rs.5 crores to Rs.12 crores), but hugely effective. Not that he’s invincible, mind you. There have been cases where his magic has failed – the Maruti Versa flopped inspite of both Big B and Abhishek Bachchan. His ad for Uttar Pradesh hasn’t gone down well with the masses either. But then, as someone said: “It is the prerogative of great men only to have great defects.” We must overlook these instances.

King Lear is regarded as one of William Shakespeare’s greatest tragedies. The character of King Lear is most strenuous and demanding and very difficult to perform on stage. The part has been played by many great actors the world over. However, only one in India can play the part to perfection – Amitabh. He is iconic. From Sholay to Sarkar, from suit lengths to sweets – the man can sell it all. If you want your product to be, noticed, your brand to be remembered. If you want to break the clutter, if you want to beat competition - you know whom to turn to – Amitabh Bachchan, for he is India’s Last Lear!
Copyright © :-Rajita chaudhuri and Planman Media

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

IMAGINATION RULES

They come up on you slowly yet stealthily; but they mark you forever. The new age marketer knows a thing or two about the laws of the jungle...

One day in Manhattan, New York, 16,000 butterfly stickers appeared overnight across the city, forming a trail leading from Times Square to Central Park where a promotional event launching internet software package MSN 8 was taking place. This resulted in a major public outcry against the campaign, as it is illegal to advertise this way in New York. Microsoft immediately apologised to New York and agreed to remove the butterfly stickers. But it was worth the effort, for the campaign generated more that 168 news articles around the world! Not just the people on the streets of Manhattan, but world over, millions came to know about the new software package that was being launched by Microsoft.

Yahoo Personals Billboard Dating campaign put a woman on a Los Angeles billboard for three days. The woman spent three days atop the billboard, using a wireless internet connection and “Yahoo billboard Personals” to search for and schedule her dates. The campaign got so much of media coverage and free PR that it helped increase the number of visitors to the website. More than 6.4 million new visitors logged into the website. The company sure knew how to take dating to new heights.

In Australia, Vodafone painted their logo across the back of a person. At an appointed time, the man ran into a cricket pitch, where the game was on. Police ran behind the shirtless Vodafone man, so did all the cameras (which were telecasting the game across the world) and the eyes of the spectators. Vodafone had made sure that its logo was aired live around the world and all it cost them was $250 – the fine money that the police slapped on the streaker who ran into the pitch!

Welcome to the world of ‘guerilla marketing’. All the above mentioned instances are examples of this form of marketing. It could be defined very broadly as an unconventional way of performing promotional activities. And as consumers are increasingly avoiding or ignoring traditional advertisements, considering the increasing clutter, ‘guerilla marketing’ is the way to go. All it requires is, lots of imagination, for it is ridiculously inexpensive!


There are anti-ad filters as TiVo and mainstream advertisers are finding it difficult to reach the target audiences efficiently. To succeed in business you need to understand marketing. It’s said that most businesses fail because they don’t understand marketing. However, even when you do marketing, it is not easy to reach the target audience. ‘Guerilla marketing’ helps to breakthrough this clutter. That’s because just like guerrilla warfare, it catches the customers by surprise – thus making them remember the message (you can even call it a marketing ‘stunt’ if you deem fit) for a longer duration. In fact, ‘guerrilla marketers’ are even called ‘Buzz Agents’, precisely for the buzz they manage to create amidst consumers. They get people talking about the company and the brand.

When the Minnesota state officials wanted to boost tourism to a local resort town, they put a couple of canoes on some of the busiest streets of Chicago. The canoes had people wearing life vests and flannels as they pretended to fish and even row down the streets! Even a staid, jaded onlooker would have balked first and then smirked at the sight, and remembered it. Surely a novel way of fishing for more customers. The best part about ‘guerrilla marketing’ is that it delivers results quickly. And even if a plot backfires (as in the case of Microsoft) the company loses nothing, as every marketer knows there is no such thing as ‘bad publicity’, what matters is to get people talking about your ‘stunt’.

Hit it where it hurts

All that an effective ‘guerrilla marketing’ campaign requires is time, energy and imagination – not big budgets. So it works wonderfully for small businesses that work under financial constraints. This way they can challenge big competitors too. That’s exactly what Big Bazaar has done. It took on biggies like Shopper’s Stop, Lifestyle and Westside with cheeky one-liner hoardings that did catch a lot of attention and got the buzz going. “Keep West – aSide. Make a smart choice!” Shoppers! Stop, Make a smart choice!” “Change your Lifestyle. Make a smart choice”. These lines did stir-up competitors and gave shoppers something to smile...

Pepsi was still struggling for acceptance when Coke was riding high on the waves of success. Its biggest strength was its six and half ounce bottle. They used it in every ad and even trademarked it. Pepsi came out with a 12-ounce bottle for the same price. It had hit the bull’s eye. Youngsters immediately switched to Pepsi. It was the perfect guerrilla attack. That year Coke spent $15 million in advertising, while Pepsi rejoiced, for it spent just $600,000. An intelligent ‘guerrilla marketer’ finds a weakness in competitor’s strength and attacks!

Appear where no one expects you to!

A number of empty prams suddenly appeared on streets of Stockholm. As people passed them, they could hear a baby crying. When they leaned over to look at the baby, they saw some information written inside the pram which was, “Everyday 136,986 children are born who do not exist.” It was an effort by UNICEF to raise awareness about how infants, particularly in small remote villages are not registered at birth – which make them officially non-existent and hence easy victims of child abuse. The campaign lasted for 3 days, but UNICEF was able to collect some 2,000 donors who were ready to support the campaign.

After the Jet-Air Sahara deal, Jet Airways came out with a hoarding that highlighted their changed uniforms, logo, et al. The headline read “We’ve changed”. Within 36 hours, Kingfisher came up with bigger hoarding next to it, with a cheeky headline “We made them change.” The element of surprise works wonders for all successful ‘guerilla marketing’ campaigns. They are highly creative and deliver almost instantaneous results.


Have fun

Think creative, think out of the box… sure, but a dash of humour always increases the effectiveness of campaigns. When Spiderman 2 was about to released in India, Contract ad agency created a campaign that shocked and amused male cinegoers. They saw a urinal placed high up, near the ceiling - one that only Spiderman could use! Next to it was a small poster that read “Coming soon Spiderman 2.” A security glass company wanted to demonstrate the strength of its shatter-resistant coating. They treated a bus shelter’s Adshel with the coating and filled it up with bank notes worth three million dollars (apparently). Almost every passerby ended up either kicking or punching the glass. Some even returned with their families. The company had spent hardly $6,000 Canadian dollars, yet countless magazines and newspapers around the world covered this story.

‘Guerrilla marketing’ is fast developing into a new tool for marketers to get quick and effective results, besides being a unique way of reaching out to customers. For success in the contemporary marketplace, you don’t need to match budgets with the big players, instead you need to match wits. So if you are creative, innovative and ready for risks; and if you are looking for instant results, this is the place for you. Here there are no rules – the only thing that rules is – your imagination.

Copyright © :-Rajita chaudhuri and Planman Media

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

Saturday, June 28, 2008

WAKE UP AND DRIVE…


IIPM - Admission Procedure

Mitsubishi also lost out on its product offerings. While competitors were busy launching one brand after another, Mitsubishi continued to rely on its now obsolete seventh generation Lancer. In its second innings, Mitsubishi fell flat as its eighth generation Cedia too was rejected by the car buyers. The updated eighth generation model further perplexed the consumer as to what the product really stood for! A spokesperson of Hindustan Motors (Mitsubishi’s Indian partner) told 4Ps B&M, “Mitsubishi’s international crises such as the one involving DaimlerChrysler stopped R&D for a while. This led to a reduction in new product launches, affecting the Indian operations as well.” Realising its folly, the Japanese major is now going for damage control and is reportedly readying itself to take the Indian automobile mart by storm.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
The Sunday Indian - India's Greatest News weekly
IIPM, GURGAON




Is Mitsubishi ready for a rejuvenating branding exercise?


When IIPM comes to education, never compromise

In the World Rally Championships (WRC), Mitsubishi is a name to reckon with. Four times champion, Tommi Makinen driven Lancer Evo became such a brand that in the 90s the entire rallying fraternity revolved around it! Identifying this core competence early, Mitsubishi globally marketed itself on its rallying heritage – a driver’s car – that’s what Mitsubishi stands for! Sadly, the Japanese carmaker did not market brand Mitsubishi in a similar manner on the Indian turf. In its first innings, a diffused brand image and inability to convey its brand worth to the consumers led to the company’s downfall in the Indian market. Mitsubishi could never replicate the status symbols enjoyed by Honda and Toyota. The only course left for Mitsubishi was to undertake a branding exercise in line with its rally lineage. But sadly that never happened!

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!




Rahul Munjal, CEO, Easy Bill


IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES

Cashing in on an innovative consumer friendly revenue model where they avoid charging the customer for bill payment services rendered (instead the creditor bears the entire cost), Rahul has roped in many customers and clients. In fact, his client list is not only limited to telephone service providers or schools, he has even diversified to almost all daily household services providers, among them Mahanagar Gas Ltd.. Now, with the non stop retail revolution engulfing the nation, Rahul is gung-ho on tie-ups with retailers. Being a part of the Rs.6,000 crore Hero Group, massive advertisement campaigns is another strategy in his kitty to take Easy Bill to the next level. With legendary leadership skills in his genes, which helped his grandfather and father metamorphise a family run business into a professionally managed blue chip company, Rahul is certainly not one lacking resources or drive. “I think leadership style changes from situation to situation. I think today’s leader has to be flexible, a good listener and a constant learner, so that you re-develop your ideas.” No wonder, Rahul prefers an open door policy, where anyone can walk in and discuss anything with him. And he’s not all work and no play, instead comfortably juggling time between his personal and office life. “There is no shortcut for success.

If anyone wants to take the easy way, they are setting themselves up for failure. One must learn to work hard & work smart,” points out Rahul. With his faith firmly entrenched in hard work, little surprise that this scion of Hero Group, has managed to make Easy Bill a household name in just four years. Leading with skill and sanguinity, this one’s sure to carve his own niche in India’s burgeoning service industry.

For more articles, Click on
IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review


Friday, June 27, 2008

Sandalwood splendour

Designed in the Gujarati Haveli style, this pure sandalwood table is a masterpiece in its own right. Hand-crafted with copper and brass work, the table also has provisions for a glass fitting to preserve the wood. A must have for those with an eye for perfection and magnificence. Offered by Orient Art and Crafts the table is priced at Rs. 80, 000.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Watch it!

It epitomizes a timeless appeal, the TAG Heuer Calibre 16 Day-Date. The smartest among the latest 2007 spring collection, the time piece has a scratch resistant sapphire crystal with internal anti-reflective coating and a suave black and silver dial. In addition, the Aquaracer also has a day and date indicating chronograph, luminescent hands and markers and is water resistant up to 300 meters. Priced at Rs. 1, 17, 000 wear TAG and get a winning start to the day!

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IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

Executive Precision!

The top guns of India Inc. are roaring, and with good reason…
Think of our nation’s spectacular ascent to the economic high ground it is perched on today in the context of 21st century global dynamics, and there’s an intriguing paradox that strikes home. While the quantum leap in progress the Indian economy has taken since the decade-and-a-half of liberalization is a feat the world bears testament to, that setting shop successfully in India does not exactly equate a walk in the park is also a fact nearly everyone who means business in the land will agree to! Yet, though the World Bank’s ‘Doing Business 2007’ Report awards India a no. 134 slot among 175 countries on an index of ease of operating an enterprise from end-to end, the benefits of commercial prosperity dazzle like never before on consumers and companies alike. Flipping through another edition of a refreshing special issue 4Ps B&M dished out last fortnight, I couldn’t but muse over one of the pivotal factors spearheading this revolutionary trend of advancement and growth – those three letters spelling out the pizzazz of modern-day India’s passionate change agents – C-E-O.

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Source :
IIPM Editorial, 2008

Thursday, June 26, 2008

Nokia’s explosive predicament

By Jeff Kagan, Wireless and Telecom Industry Analyst, Atlanta GA USA
Nokia has always meant good quality and safe phones. Suddenly batteries on the phones are exploding. On a public safety front, and on a public relations front, this is bad news for the unlucky customers and for the company. One important question is how will this affect Nokia’s market share? Short term, it’s like a punch in the stomach. Longer term it depends on how Nokia handles it. Currently this is tarnishing an otherwise strong brand, but they can recover if this crisis is handled well and if there are no future problems. The bigger problem has to do with these exploding batteries on a variety of devices. It is reported that this problem is with the batteries included with Nokia phones when purchased. Nokia does not manufacture the batteries, but they have to take responsibility for them. Even though this problem has been limited so far, Nokia is recalling all the affected phones. The impact on Nokia is unknown at this point, but the company is doing the right thing. We have heard of similar problems of batteries exploding or catching fi re in a variety of devices during the past couple of years.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

Lacklustre response to a ‘recall’ crisis

Following another incident of mislabeling imported meat products, the besieged company had to slash jobs andshut many factories, leading to its decline.If the above clearly illustrates consequences of a lacklustre response to a ‘recall’ crisis, the manner in which Johnson & Johnson managed the Tylenol (a leading pain killer medicine in the US) cyanide scare in October of 1982 is a study in contrast. Unknown suspects tampered with the product after it reached retail shelves, by infecting the medication with cyanide. J&J’s swift public announcements and prompt recall of 31 million bottles of Tylenol from across the country, at a loss of more than $100 million to itself, endeared the company to consumers. J&J subsequently re-introduced the product in a triple-seal tamper resistant packaging and regained its brand appeal. Last year, when Dell issued a massive battery recall of around 4.1 million lithium ion batteries (posing a fi re hazard due to overheating), little surprise that they too followed the J&J way, ensuring that they put consumer safety above everything else. So those who think Nokia’s prompt response to this crisis was engendered out of mere concern for consumers, can think again. Handling recalls effi ciently is simply a mechanism to minimise negative infl uences on the brand in the long run. Handled effi - ciently and transparently, with a hint of social responsibility thrown in, product recall storms can be tided over! But careful, after all, even risk management is an imperfect science!

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Source :
IIPM Editorial, 2008

Combating Recall

An immediate effect on profi tability and market share notwithstanding, analysts globally are unanimous in their view that the manner in which a company handles a recall crisis (giving consumers the impression of being an ethical player), decides the ultimate long-term impact of a recall on the company’s brand equity. Sample this: At the turn of the millennium, large swathes of people in western Japan began suffering from food poisoning after consuming milk and related products made by Snow Brand, Japan’s premier dairy foods company. The company sought to downplay the problem, covered up information and was more perturbed about saving its reputation than helping victims. When the cause was traced by city offi cials to the bacteria on the production line of Snow Brand’s Osaku factory, the company tried to get away by citing inventive excuses, including that the valve in which the bacteria was found was used rarely (when, in fact, it was used daily) and that the area of contamination was very small (investigations concluded it to be a much larger area). In its arrogance, the company tried to stall an offi cial recall for as long as possible. End result: Snow Brands had to tender a shamefaced public apology, the President and his seven key executives had to resign, followed by losses & a drasticcut in market share.

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Source :
IIPM Editorial, 2008

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

Wednesday, June 25, 2008

BRAND : Havells

AGENCY : Lowe Lintas
BASELINE: Totally shock-proof life
DESCRIPTION: A kid is studying in a classroom with long hair standing up straight in the air. Next we see him try to fit his poker straight hair into the swimming cap, but in vain. While watching a badminton match, the cork gets stuck in his hair. In the auditorium, as he is attending a school function, a bird flies out of his hair. Fed up, his teacher goes to meet his parents. As she rings the doorbell she gets a shock and her hair stands up too – thanks to electric shock. In the end, the VO says, “Shock laga? For a totally shockproof life trust Havells.”
4Ps TAKE: India’s No.1 MCB (mini circuit breaker switches – in case you were wondering!) manufacturer Havells is out with a clutter-busting ad via a totally innovative storyboard. The message is clear: shockproof switches. The power idea is the guarantee of safety to consumers and although the storyboard is funny, getting a shock is not much fun – as we all know! Remarkably, this ad converts a totally commonplace product into a life statement. And yes, if you want poker straight hair, head for the local beauty salon – don’t try this method!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

BRAND : Pepsi

AGENCY : JWT
BASELINE : Naye generation ka naya style
DESCRIPTION: SRK and John Abraham are bickering about their respective hairstyles, when a boy comes toward them with paper in ha hand for an autograph; SRK takes out a pen, but John snatches it away and says that he’ll give the autograph instead. While they quarrel, the kid asks them to move over, while he goes and gets a Pepsi can from the vending machine. The catchline: ‘New Pepsi My Can, Naye generation ka naya style.’

4Ps TAKE: Now that Pepsi has introduced ‘My can’ in the Indian market, the power idea is to position this product as The Young Generation drink, that’s priced at Rs.15 (easy on the pocket?). The USP is its funky appearance that looks more like an energy drink can than a carbonated drink can. The storyboard is interesting and cute, with the two Bollywood hunks trying to outsmart the other. Do we see Pepsi reviving ‘The Generation Next’ campaign here? Looks like it!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

BRAND : Maruti SX4

AGENCY : Lowe Lintas
BASELINE : Men are back
DESCRIPTION: Four gorgeous women are cribbing that there are no men in this world. One of them asks: ‘Where have all the men gone?’ The other says, “They don’t make men that they used to.” The rest voice similar concerns. Meanwhile, we see flashes of colour – as various models of the Maruti Suzuki SX4 (in different colours obviously!), while the song ‘It’s raining men’ plays in the backdrop. Finally, a black SX4 stops in front of the girls and one of them says: ‘Now, that’s a man!’ The VO says, “Pure power, pure style, pure muscle, the man amongst cars… Men are back.”
4Ps TAKE: For a long time, cars used to be referred to in the feminine gender: they were always “she”. Here, Maruti Suzuki makes a point to refer to the SX4 as a “he” to hammer home the brand proposition: here’s a tough car that combines power and style with loads of muscle! Great way to position a car! The USP is the ‘strength’ of the car and this ad manages to get the message across! The power idea is to let the brand grow in the market (we hear it’s already doing rather well, thank you very much!). The storyboard is fun and intelligent – and is bound to appeal to the young and dynamic viewer. For a change, a car brand that doesn’t talk of technology; instead on good old-fashioned longings!

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Source :
IIPM Editorial, 2008

Tuesday, June 24, 2008

Market leader in dress materials

Even the obvious market leader in dress materials, Arvind Brands (of S.Kumars fame), which recently forayed into retailing, has always maintained a very clear positioning for its branded retail outlets. “Success does not come by retailing apparels in big marts. This might happen in small towns where the market is still dominated by dress materials, but not in metros. Here the success lies in retailing as many brands as one can through a single outlet,” feels Tarun Joshi, CEO, Brand House Retail of S.Kumars. Well, Joshi might be right, butthen the million dollar question arises, how Tatas or Biyanis succeeded by retailing their in-house labels? Whether it’s Pantaloon or Westside, both of these retail stores are primarily positioned as apparels retailers and lesser heed has been given to accessories. Affirms Pavas Bhatia, Analyst, Technopak, “In metros, apparels retailing has the highest margins and these players, while offering their own apparel brandshave focused more into exclusively retailing apparels. But, if you are retailing other products with apparels, then act as pure retailers. Don’t create you own labels.” So, it seems that while branding in the retailing world, the mix & match approach works best. After all, Indian customers are sticklers for freedom of choice!

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Source : IIPM Editorial, 2008

Variety is the spice of life

In case of apparels, retailers must showcase multiple brands
As mythological creatures once believed to rule Egypt, Sphinxes have fascinated mankind for ages. A combination of a lion’s body with the head of a human or a falcon, they were looked upon as guardians of the Egyptian statutory. Sounds great, but perhaps only in the mythological realm. Certainly, some mix & match combinations would be quite counterproductive in the real world! But when it comes to retailing giants, they are in fact thriving on this formula of having as many diverse offerings as possible under one roof. Trying his hands with one such Sphinx, Mukesh Ambani recently unleashed the company’s first hypermart in Ahmedabad. Doing activities on a gigantic scale has always been Mukesh’s penchant and this latest initiative is no exception. But what’s noticeable is that a majority of the store space is dedicated to apparels & dress materials. Apart from rolling out many in-house labels, he is also trying to ramp up his act with yesteryear’s brand Vimal. “We will be offering many of our apparel brands in this mart and will soon introduce Vimal too,” affirms Parimal Nathwani, Group President - Corporate Affairs, Reliance Industries. And he is not alone. With the domestic haute couture market, spicing up at an extensive 10% per annum, along with a growth of 20% in the prêt-à-porter segment (according to Confederation of Indian Textile Industry), players like Ambanis, Tatas and Bhartis are giving tremendous importance to apparels in their retail plans. While, Ambanis have blended suiting material with many new in-house brands of apparels, Tatas are embracing their in-house brands with Westside.

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Source : IIPM Editorial, 2008


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


The Empire Strikes Back

Scooters gear up for the next round!
After remaining close to Indian hearts for decades, the domestic scooter industry finally gave way to bikes. And even as their obituary was being penned, good old scooters are back in action. With sales crossing 340,000 units in 2006, (a whopping 17% increase over last year), scooters seems to be the flavour of the season. Small wonder that every player has big plans for the segment up its sleeve and the zing is back. Be it Bajaj, Hero Honda, TVS et al, almost all are planning to venture aggressively in the scooter mart, coupled with landmark innovations in both design & technology. For starters, Bajaj recently launched the Kristal, hence unveiling DTSI in the scooter space. The sick company LML too has relaunched its popular NV and Select series scooters in the domestic market, priced in the range of Rs.35,000. The company hopes to sell 500 units at best in the next few months, but is nevertheless confident about the future of its products. Not only this, inspired by the rapid growth, new players like Yamaha and Hero Motors are also planning to share the space with existing players, who also plan to roll out new products to increase their dominance. Considering the new-found excitement in this space, can one really call it the comeback of the scooter? Says auto analyst Urmil Negandhi, “Two wheelers industry will grow at a CAGR of 15-18% in the coming years. The major growth will come from motorcycles, while gearless scooters will also create a niche market especially among girls/women & students.” But, is that kind of growth enough to satiate the burgeoning appetites of all those gung ho two wheeler majors in India? Agreed that it would be quite a while before scooters can even begin to challenge the dominance of motorcycles, for now, the segment just seems to be gearing up for a piece of the pie.

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Source : IIPM Editorial, 2008

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

Monday, June 23, 2008

Chak De gets a thumbs up

Chak De India has been declared a big hit in India. In the first week itself, the movie has recovered all its money: Rs.20 crores. Whatever money is now flowing in, is all going towards the bottom line! Yash Raj Films is happy and smiling. And although the movie did not have a very good show overseas (despite Shah Rukh Khan!), the New York Times gave a crackling review of the film directed by Shimit Amin. Here, we share with you what the venerable NYT has to say about SRK, thewomen’s hockey team and how it’s all about winning! “Kabir Khan (the assured Bollywood veteran Shahrukh Khan) is a former player for India’s national field hockey team who missed a fateful play against Pakistan, costing a championship and making him a pariah. Seven years later, he is hired to coach the nation’s women’s hockey team, giving him one more shot at a title. The players, from states all over India, are a fractious lot, including a tomboy (Chitrashi Rawat) whose father fears she will never marry; a forward (Sagarika Ghatge) whose boyfriend,a cricket superstar, wants her to quit the team and live in his shadow; a newlywed goalie (VidyaMalavade) whose in-laws expect her to stay at home; and a haughty, seasoned player (Shilpa Shukla) who needles the coach…. The director, Shimit Amin, strikes a buoyant, propulsive tone, replacing the customary Bollywood production numbers with exhilarating musical montages of team practice. For his part, Mr. Khan, to his credit, lets his co-stars’ youthful charisma carry the movie. He also laudably portrays a man who vigorously and unabashedly advocates advancement of women.” Not bad, eh?!

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Source : IIPM Editorial, 2008


Friday, June 20, 2008

Intel sorry for ‘racist’ ad

Oh, oh, Intel almost bit off more than it could chew! The world’s largest semiconductor company had come out with a global print ad that showed an office, with six athletes– all crouched at the starting position (in sports gear, of course!) – fanned out around an impeccably - dressed man (presumably the boss). So what was wrong with the ad? Here’s what. The six ‘sprinters’ were Black, while the boss, who’s obviously cracking the whip (or calling the shots!) was White. What followed were furious comments and blogs from all over the world – condemning the ad, saying that it smacked of clear racist overtones. So now, Intel has not only withdrawn the ad, but has also come out with the following statement on its website: “We made a bad mistake. I know why and how, but that simply doesn’t make it better.” Don MacDonald, Intel’s director for global marketing, has even commented that: “Unfortunately, this ad using African-American sprinters did not deliver our intended message, and in fact proved to be culturally insensitive and insulting.” Anyway, hats off to Intel – at least these guys had the good sense and guts to call a
wrong a wrong!

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Source : IIPM Editorial, 2008


Wednesday, June 18, 2008

Brand Bachchan

If advertising is about persuasion, then the guru of persuasion is Bachchan, and no one understands it better than Cadbury. In 2004, when the worm controversy hit Cadbury, the company’s reputation was in the pits. It did a lot to convince people about its high quality and safety standards, but nothing seemed to work. It took a Bachchan to salvage the company. His magic worked yet again and people forgot all about the worms – after all “Amitabh ji kuch khaas hai.” Marketers at Pepsi must’ve been wishing for his magical presence to bale them out of the recent pesticide controversy. Actually, KBC really started Amitabh on his second innings. After KBC, people started viewing Amitabh as a very genuine person – a fatherly figure. They started believing every word he said. The man did not betray his fans either. When Eveready approached him with a proposal to endorse their torchlight Jeevan Saathi, Amitabh refused the offer since the storyboard portrayed the product as a dowry item. When a little boy innocently asked him why he endorsed Pepsi when it was full of pesticides – Amitabh did not renew his contract with them. Instead, he lent his persona to help the ‘Pulse Polio Programme’, to save lives of millions of children. Rural or urban, if Amitabh says it’s important, then the message must be serious, right?

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Source : IIPM Editorial, 2008

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

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Wednesday, June 11, 2008

Growth in Credit

A robust 28% growth in credit off take for FY07 took banks to new heights. Interestingly, public sector banks outperformed the private sector banks for the first time after a gap of five quarters. The 30 public and private sector banks, which declared their results for the quarter ended March 2007 have posted 37% growth in net profit. Companies in the metals segment too came up with impressive numbers on the back of higher domestic and international metal prices. In 2006, copper prices increased by over 80%, while nickel prices rose by more than 65%, so was the case with other metals. Vedanta Resources met forecasts with a 145% rise in annual core earnings. Ebitda rose to $2.703 billion for FY07, while revenues jumped 76% to $6.5 billion. Tata Steel also posted vigorous set of numbers, as net profit was at Rs.11.03 billion in Q4 versus Rs.7.83 billion, up 40.91% on YoY basis. For FY07, the company has posted a profit of Rs 42.22 billion for the year ended March, 2007, as compared to Rs.35.063 billion in the previous years. The mining and metals sector profited handsomely from a prolonged boom in commodity prices. According to 4Ps B&M calculations, 1,148 companies have published their results so far and have raked in total income worth a staggering Rs.7.7 trillion and eye-popping net profits of Rs.2.4 trillion, an increase of 31% and 40%, respectively over last year.

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Source : IIPM Editorial, 2008



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



Monday, June 09, 2008

BROOKE BOND

All cannot be blamed on poor brand performance; aggressive ad campaigns by rivals also took its toll
Brooke Bond has been one of HLL’s most popular brands in Indian tea market. But, last year HLL announced VRS (Voluntary Retirement Scheme) for its frontline salesmen. Around 150 salesmen from the Brooke Bond team took up the offer. The intent behind this move was to have a smaller but more disciplined sales staff. Clearly, something was amiss. No wonder, Brook Bond’s ranking in the 4Ps B&M India’s 100 most valuable brands fell by 18 points (from 79 in the previous year to 95 this year). One reason for the fall can easily be attributed to competition (read: aggressive marketing promotions by rival Tata Tea), which seems to be eating into Brooke Bonds’ market share and brand visibility in the Rs 6,500 crore organised Indian tea market. Small wonder then that Brooke Bond is focussing its energies on boosting its various sub-brands (Taj Mahal, Red Label, Taaza and 3 Roses – distributed in south India) straddling the mass, niche and lower segments of the market, and is now focussing on value-added flavours and varieties. Despite all odds that seem to be grappling this brand currently, the fact remains that Brooke Bond continues to be the largest selling tea brand in India. Having first introduced the country to the teabag format, this brand is not the sort to give up easily!

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Source : IIPM Editorial, 2008

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

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Thursday, June 05, 2008

EVEREADY

Brand extensions have powered Eveready’s growth. Now it needs recharge
In this age of electronic dependence guess what electronics depend on? Of course on batteries, and when talking of batteries, one can’t just help but say: ‘Give me Red’. Initially tagged as a rural brand in the Indian market and later appealing to the hearts of many young Indians with their in-your-face tagline, Eveready has certainly come a long way. On January 3 last year, it extended its brand by launching ‘Eveready Power on,’ entering the Mosquito Repellent coils market. A market leader in dry cell battery and flash-light industry already, the strategy behind this fresh introduction was to concentrate on proper retail and display instead of just depending on their distribution network for easy reach of the rural masses. And proudly states a spokesperson from the Eveready Industries marketing team, “Eveready brand has never faced any set back that is why we have extended the brand to ‘Eveready Tea’ and ‘Eveready Power on’ mosquito coils. We have a 70%-80% top of the mind recall.” The company certainly seems recharged with its fresh introductions in the market keeping in mind the growing needs of the huge Indian rural masses. With Amitabh Bachchan fitting their bill as their brand ambassador, 70-80% top of the mind recall of their brand, especially appears to be their claim to fame!

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Source : IIPM Editorial, 2008

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

Tuesday, June 03, 2008

HIGHEST LOSER OF 2006-07

• Titan
Rani Mukherji made little difference after Aamir Khan’s series of commercials and notable appearance that propelled the brand to its premium days. The advent of international watch brands are surely to blame, but more so is the fact that with the changing tastes of the Indian consumers, the brand could not advance proportionally. The result – it was the highest loser for 2006!

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Source : IIPM Editorial, 2008

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

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