Showing posts with label Professor Arindam Chaudhuri. Show all posts
Showing posts with label Professor Arindam Chaudhuri. Show all posts

Thursday, August 27, 2009

What’s your bona fides?


IIPM - Admission Procedure

In an industry, where “good faith” means all, it takes super human efforts to become the ‘Best Service’ provider! That’s what makes United India & Ajay worth writing about say Niharika Patra & Ratan Lal...


What’s the world coming to? There was a point in time when the moment you’d hear that it’s a PSU, you’d deem its service quality quotient to be amongst the lowest in the industry, but here we have a PSU - United India Insurance topping the list of top service providers in the ‘general insurance’ segment! What is the world coming to?

Alright, keeping our emotions aside, let’s just analyse why the survey reveals the goods for United India... Easy access is certainly one factor which works in favour of the PSU, but that is not the sole reason for it being numero uno. The reality runs so – even though United India has a PSU background, the level of service that the company is providing to its one crore existing customers can put to shame the Customer Relationship Management efforts of any private player. We decided to check out the reality behind this third-person claim, and that brought us to Nehru Place (New Delhi), where we met up with Ajay Rastogi, Divisional Manager, United India. And as if he’d been warned about our keen ‘testing’ intentions, we first found him delighting a customer who was facing a ‘claim clearance’ issue. Sans self-introductions, we quietly went up to him (while he assumed we were some prospective customers) and took the chairs in the vicinity of his ‘dealings’ epicenter.

While it took no time for Ajay to understand the problem posed by the customer, he was patient enough to hear out frustrated words that oozed out rather violently from the complainant. Half-an-hour and many smiles later, the satisfied consumer left and the floor was open for questions (after introductions ofcourse).

We spoke to him about the same customer, to which he responded by clarifying that it wasn’t something that happens very often with him. Most claims are processed at the basic level itself and the very agents who rope-in customers help them in their claims. Very few ‘complicated’ or ‘special’ cases reach the mid-level and whenever they do, the managers have to devote their entire time to see that the problem is completely solved. And the plaintiff in our question was one such rare case. He explains further how with growth in United India’s consumer base, the number of people coming to him has grown larger by the day. However (and thankfully so), most of those he met wanted to become policy holders’. This for us was an eye-opener... to have actually witnessed devotion and patience from a PSU Insurance manager, which clearly reflected why this general insurance company (which is also the largest in the country), despite a handsome customer portfolio including large business names like ONGC, GMR-Hyderabad et al, has excelled when it comes to handling the queries and grievances of its widely scattered individual customers. And this is where we come to its well-distributed network. Its large network of offices across India ensure that its outreach is much wider than any private player’s. In total, it has 1340 offices across the country, more than 200 of which can be found in Tier II and III cities. All the centers are well-connected and this helps in reducing the ‘claim processing’ time for the company, an extremely critical factor, which not only helps the existing customers but also enhances the brand equity of the company.

Talking about outreach, the human capital of United India is also its forte! A huge pool of agents, who swarm the streets, ready to sell customised policies to anyone and everyone are continuously adding to the already large customer base that the company has developed. Easy-to-access customised services and minimum claim processing time added to the faith that the market has come to inculcate makes for an impeccable combination. Today, every United India customer, by and large, believes that he/she is getting the best in service and quality, and that in times of need, the company will provide relief as soon as possible. Ajay too believes that “it is the ‘manpower’ which is the real USP of United India. The company offers a wide range of insurance products – from car to medical insurance, and most importantly, under one roof! For a product like insurance, convenience is also very critical, and Ajay seconds that.

Coming back to our initial question – what is the world actually coming to? Well, we don’t know, but as far as general insurance players are concerned, they’d be proud to reach where United India is today – atop the ‘Best Service Companies’ list!

Niharika Patra & Ratan Lal Bhagat

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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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Friday, August 07, 2009

AMIT PRASAD, CEO, SATNAV TECHNOLOGIES


IIPM Best B-school

1. Airtel’s recent ad campaigns depicting simple real life situations
2. Aircel – eye-catching positioning strategy
3. Sprite campaign – depict the trend of getting to the point without wasting time or energy
4. Center Fresh’s campaign – the message put across is really crisp and to-the-point.

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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Saturday, July 25, 2009

MONICA OSWAL, EXEC DIR, OSWAL MILLS


IIPM, GURGAON

1. ‘Express Yourself’ campaign from Airtel
2. ‘Daag acche hain’ from Surf Excel
3. Pepsi’s ‘Oye bubbly’ campaign
4. ‘Thanda matlab Coca Cola’ campaign, where Aamir Khan dawns various attires of Indian communities in different ads targeting numerous communities across India

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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Friday, July 17, 2009

Rising costs and supply chain problems are giving nightmares to some global footwear brands. Is there a solution in sight? by Angshuman Paul 4Ps B&M


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When Bartle Bogle Hegarty created the iconic Keep Walking campaign for the ailing whisky producer Johnnie Walker, little did he have glam footwear brands in mind. But for a majority of aspirational Indians, keep walking simply translates into keep wearing videshi footwear brands, as there are hardly any home-grown options to choose from. Oh sure, there are the likes of Lakhani and Liberty. But because they did not change with the times, their fuddy duddy image hardly puts them in the glam, aspirational category a la Reebok, Aldo, Bata, Adidas, Nike and Puma. All these global brands in fact over the last few years have aggressively dived headlong into the Indian market by seriously expanding their retail footprint and supplier base, as also by venturing into new market segments.

But now that the slowdown bug has started to bite, some of that aggression may come back to haunt these footwear majors. Ask them and they are quick to wave away such pessimism. Puma officials candidly point out that the Indian market has given the company its highest growth globally and that too in a short span of eight years. So where is the question of problems, they ask?

A set of analysts and market watchers however claim that most footwear/ sportswear brands in India are actually over-confident about the market’s potential. They add that strategies of biggies like Nike, Adidas, Puma and Reebok may backfire if not decided cautiously from hereon. Actually, all these global players have been busy changing the rules of the game during the last three years of a 30% y.o.y mind-boggling growth. They not only opened stores left, right and centre (their real estate costs have skyrocketed as a result); they also expanded into non-core segments like fashion, prête-á-porter and even denim. The brand and portfolio stretch which was looking potentially rewarding till yesterday, is now hanging like the proverbial noose around their necks.

First, simply look at the vast retail presence that these guys have notched up in the country till now. The Switzerland-headquartered Bata, for instance, has over 950 stores across the nation, and boasts the distinction of having largest retail presence in the country. Reebok follows with 800 stores. The only difference: while all Bata outlets are company-owned, most Reebok stores are on-rent. The increase in commercial real estate costs is pinching Subhinder Singh Prem, MD, Reebok India, where it hurts the most. Sources say that almost 25% of Reebok sales went toward paying rentals in 2008 (in 2007 that figure was limited to just 10% of sales). The story is not very different for other global brands. Coupled with the decline in sales, some if these players can put paid to their plans of reaching the per store break-even point within the industry standard of three years. Till end-2008, most footwear giants were raring to open more outlets. Prem had said that Reebok would “have 200 more outlets by next year,” while Puma had made public its plans of opening 70 more stores by 2009. Guess we can bid adieu to such grandiose expansions in this financial year at least!

However, the real wrath of the economic meltdown is visible for those brands that failed to tackle their sourcing problems in the country. Although high on retail expansion, most of these brands shied away from making their own manufacturing hub in India. Unfortunately for them, the slowdown has now browbeaten a majority of Indian suppliers. With the collapse of Adidas’ outsourcing system in end-2008, Reebok’s merchandise flow has taken a hit. Reebok, till now, was taking advantage of Adidas’ outsourcing system, an advantage that Reebok had, ever since its $3.8 billion takeover by Adidas in 2006. Although when asked, Prem declined knowledge of any outsourcing problem in Reebok India “till now”, but the industry is abuzz with ‘talk’ about the sourcing troubles in the sports wear major’s operations.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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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Friday, November 14, 2008

Philips HTS8100/59 SoundBar DVD Home Theatre


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Power supply 100-240VAC, 50/60Hz; High Def (720p, 1080i, 1080p), Video upscaling , Faroudja DCDi; 2 x 1” Soft Dome tweeters, 6 x 2.5” Full Range woofers; MP3 bit rates 32-256 kbps and VBR;
PRICE: Rs.59,990;
WARRANTY: 1 year

Philips HTS8100 has been designed to offer a complete surround sound experience. The design is futuristic which packs all audio components into one single bar leaving no cluttered space or obstruction of speaker wires. It boasts of high end technology with Soft Dome tweeters, 3-band equaliser with Doublebass, High-efficient drivers, Smart Surround, Faroudja DCDi, HDMI 1080p. Featuring Ambisound, the HTS8100 delivers full multi-channel surround sound in any sort of room.

Marketers’ delight: The stylish design coupled with amazing AV performance creates a best in class.

Tester’s note: Pros – No messy wires around. A decent bass and excellent tweeter. Sizzling in looks!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
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IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Saturday, November 08, 2008

Pioneer DEH-3090 UB


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

CDR, MP3, WMA Compatible 3 band parametric equaliser; Direct sub drive;16 Character display; Direct Aux input; Bass Boost; 2 RCA pre-outs: selectable (front + rear/front + subwoofer)
PRICE: Rs.8,500
WARRANTY: 1 year

This system is one of the latest versions from Pioneer’s 9 series. Complete with all the kit, the system boosts of front-loading Auxiliary and USB ports. Though the system is devoid of cutting-edge graphics, it features a very clear instruction screen and provides amazing 16 character display. And then comes the real story. “Get carried away in a rising tide of sound,” says Pioneer Singapore’s Goh Ee Waye. Pioneer’s legendry bass boost system has once again proved why it is respected the world over for power and finesse... It is CDR, MP3 and WMA compatible and is therefore usable over a wide range of pre-recorded media files. You also get the 3 band parametric equaliser for any customised setting. At sub-Rs.10,000 price, it really will not get any better than this.

Marketers’ delight: This car stereo is for the die hard Pioneer fan, big music, big bass and affordable price. Indeed promises to make your drive musical!

Tester’s note: Pros – A beauty to look at, the sound quality indeed is out of the world. Mid-range pricing makes it a great deal for the money.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Wednesday, November 05, 2008

Apple iMac 24” (2.8GHz)


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specifications:

Processor: Intel Core 2 Duo; RAM: 2 GB; Graphics: nVidia GeForce 7600 GT; HD/ Blue Ray Support: No/No
PRICE: Rs.61,800 without taxes;
WARRANTY: 1 year

Apple Imac 24” powered by Intel Core 2 Duo Processor is equipped with the most powerful graphics ever available in an iMac. It has processors with a 6MB L2 cache and a faster 1066 MHz front-side bus across the entire line and 2GB of memory standard in most models. Philip Schiller, Sr. VP, Marketing, Apple explains, “With the latest Intel processors, a faster new graphics option and more reminiscence, customers now have even more reasons to love the iMac.” On the other hand PC Mag analyst Joel Domingo says, “If you have been waiting to upgrade to a G4- or G5-powered iMac, the new 24-inch Apple iMac should be at the top of your list.”

Marketers’ delight: Apple iMac’s incredible speed, graphics & gorgeous aluminum & glass design is a hit!

Tester’s Note: Pros – Fast in media multi-tasking, vivid display. Con – Problems with Photoshop CS3 script.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Thursday, October 23, 2008

Another explosion heard


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

Then fell the bomb with the government tightening the financial noose in May 1989. This was primarily meant to arrest the ‘illogically’ rising asset price bubble. The Japanese yen was revalued and interest rates too were raised by the banks explaining which Mamoru Yamakazi, Economist, Barclays Capital had rightly warned, “Higher interest rates will delay a full recovery in the economy. And Japanese companies still have too many workers and factories.” Rightly so, by the end of 1990s, the Nikkei (Tokyo Stock Market) had washed its hands off $2.07 trillion (300 trillion yen) and land prices had fallen by over 60%-80% in just a couple of months!

The result of this was the Great Depression in Japan which hit the economy during 1991 and lasted for at least 3-4 years, something which Japan is still recovering from as Andrew Shippley, Senior Analyst, Shroder Securities recalls, “Japan was on the road to ruin. We had deflation building, a policy paralysis, companies not restructuring and the value of Japanese assets tumbling..,” After World War II bombings, this was the next biggest bomb on Japan; no wonder its GDP grew by just 1.43% y-o-y during the subsequent 52 financial quarters following Q1 1990!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Saturday, October 18, 2008

BOBBY JINDAL - He’s got the power


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

BOBBY JINDAL
He’s got the power


October 2007, a prestigious election in the American state of Louisiana, and the Indian immigrants got a new role model to look upon. The 36-year-old Republican, Piyush ‘Bobby’ Jindal, became the first-ever Indo-American to be elected as a Governor of a US state. In fact, he is the second Indo-American to enter the US Congress after D. S. Saund, a Democrat who was elected from California, almost 46-years-back.

“Mom & dad came to this country in pursuit of the American dream.... They found the dream to be alive and well right here in Louisiana,” he had remarked to the media while celebrating his victory last year. And as he said this, he definitely marked the start of a new era of the growing Indian dominance in the United States. Bold, intelligent and energetic, he undoubtedly represents the new face of emerging Indians. His is a story of the son of an Indian immigrant who overcame hurdles to become a highly influential part of the American governance.

Chosen as “one of America’s top 10 extraordinary young people for the next millennium,” by Scholastic Update magazine, his win means a lot to India. He certainly comes as a new source of inspiration, not only for the Indian community in the US but also for the young Indians who are chasing their dreams across the globe

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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Tuesday, October 07, 2008

AMOL GUPTE - ROADIE ON CINEMA sT.


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

AMOL GUPTE
ROADIE ON CINEMA sT.


Jim Morrison once told Rolling Stone magazine, ‘I’m interested in films because to me, it’s the closest approximation in art form that we have to the actual flow of consciousness, in both dream-life and in the everyday perception of the world.’ The cult rock star’s philosophy would not be too different from Amol Gupte’s – the man who wrote the superbly touching saga about a dyslexic child, Taare Zameen Par (winning the Filmfare award for his endeavour). A man who is consumed by the possibilities of the art form called cinema, Gupte “having gone to the film institute as an actor” admits that he “just got possessed by the spirits there” and his journey took shape from that point on.

Gupte’s is a bold, unconventional and unconstrained mind, and he can easily be the neo-revolutionary face of Bollywood. “There is a tumble of aesthetics that keep forming over a period of 20-30 years; so at every change of that tumble, there is a new aesthetic about which one feels very hopeful. As one stands today, there is a need for that aesthetic to be addressed,” believes the man, who is also a painter.

Indian cinema seems ripe for such a “tumble of aesthetics.” Gupte believes that the emergence of the multiplex and the accessibility to DVDs will be the key factors in taking Indian cinema to the next level so that it can serve the “different palettes to be fed.”

Rare people like Gupte could be the ones leading the new age from the front. He values intellectual prowess and believes in weaving it into the grammar of cinema without upsetting the intrinsic appeal of the medium. “If a certain powerful thought emerges due to intellectual intercourse, then that person would automatically become big for me,” says Gupte, underlining just how much he treasures ‘thinking’.

Collaboration, not competition is his credo (“I don’t believe in competition. There is no competition at all, it is all about living. It is about falling and living. Why competition?”). When told that he has been included in a list of 75 Indians who will make a ‘century’ for India, he first exclaimed, “Goodness, that is a lot of responsibility!” and then said: “It’s about where you are and what you are thinking.” Amol Gupte definitely is thinking, and in the right direction.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
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IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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Monday, September 29, 2008

Ballet for Ballot


IIPM - Admission Procedure

In addition, Chavan launched a new employment generation scheme to “provide additional funds to selected 120 districts which are backward and suffer from acute unemployment.” Without making too much of a fuss about it, Manmohan Singh merely said that “it is estimated that the Rural Employment programmes… generated about 800 million mandays of employment in 1991-92. In 1995-96, these programmes are estimated to generate 1,290 million mandays of employment.” Period.

If you as a Finance Minister were presenting an Election Budget, I am sure you will be worried about the fate of our farmers, who still constitute a sizeable proportion of the voting constituency. And the easiest you can do is to dole out more credit to them or, as Chidambaram did, add the cream by also waiving off their existing loans. In 2003, this is what Jaswant Singh did as the FM, when he knew that the general elections would be held by May next year. He too thought about the farmers.

“Timely availability of adequate credit is of utmost importance for the development of the rural economy and agriculture. I am not satisfied with this (the current) arrangement. We can not have a system wherein credit for motor cars is on easier terms than for farm equipment or tractors. Therefore… private banks will hereafter be encouraged to open branches in rural areas to service both farm and non-farm sectors there. I will also examine afresh this whole question of franchising agricultural credit….”

At the same time, a lot of money is allocated for other rural-based welfare schemes. They invariably relate to health, education, food, infrastructure, and housing. But I should mention one difference between past Election Budgets and Chidambaram’s. The current FM, unlike others who focused on some of these areas, decided to open his coffers for all the areas. In a sense, Chidambaram cleverly and brilliantly wooed each and every voters’ constituency, be it farmers, rural women, or urban Middle Class.

But we are digressing slightly from our main ‘rural’ story. Indira Gandhi announced a slew of package for small farmers, rural works, and supply of drinking water. She supplemented the schemes for school-feeding (doesn’t it remind you Chidambaram’s mid-day meals?). Chavan expanded the Integrated Child Development Services programme, and decided that the Centre would fully finance the social sector projects, which were being implemented by the state governments.

Manmohan Singh set up a new fund for rural infrastructure, NABARD, and doubled the targets for houses to be built under the Indira Awaas Yojna. Jaswant Singh proudly announced his ‘Panch Priorities”, of which the first one talked about “poverty eradication; addressing the ‘life time concerns’ of our citizens, covering health, housing, education, and employment. And one doesn’t need to list out the ‘social’ initiatives taken by the current FM – this list is just too long.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Wednesday, September 24, 2008

Bells jingled, but who heard


IIPM - Admission Procedure

Fears of a recession led to the lowest sales growth in the US since 2002


With snow all around, carols in the air, and Santa Claus with his gifts, Christmas and New Year season is the most awaited one in the US. Sadly, this time the festive mood did not translate into accelerating retail sales. Looks like the housing and credit crunch crisis has extended itself to retail sales as well. Agrees Rick Moss, President, Founder, RetailWire.com, “There are a multitude of factors, but I would point primarily to the downturn in the US housing market.” Adds Lee Peterson,VP, Brand & Creative Services, WD Partners, “The main reason for the decline is the general worry by the US consumer that there are tough economic times coming up in 2008.”

According to data released by the National Retail Federation, 2007, holiday sales (combined sales of November and December) grew by only 3% against the predicted 4%. It is also the lowest growth in the season since 2002, when it had clocked a mere 1.3% growth. Well, it is definitely not a good indicator for the economy, as consumer spending comprises the major part of US economic activity. While Goldman Sachs has said that the US economy is entering a recessionary phase in 2008, Merrill Lynch believes it has already done so.

However, various retail chains tried their best to devise strategies to increase sales and fight the economic crisis. Sale figures clearly indicate their failure. “There should have been a more conservative approach to their store and square footage expansion plans and, in terms of merchandise, more concentration on affordable items that offer lasting value, as opposed to trendy, fashion-oriented goods” explains Moss. “You always need a “Best At” strategy for Holidays in the US. In other words, how can we use our “Best At” to drive sales? What is it that will make us different at Holidays? I didn’t see that from retailers the past season. It seemed to be “business as usual”, to which, the American consumer replied, “Oh no it’s not,” says Peterson.


The after effect saw many chains bringing down their profit predictions; they included Kohl’s Corp., AnnTaylor Stores Corp. and J.C. Penney Co.. NRF has revealed that luxury and internet sales are also not likely to be spared from the downturn of events. Tiffany, one of the largest jewellery retailer, has trimmed down profits forecast and is mulling cutting down on current year’s targets, as soon as it witnessed a 2% decline in its same store sales. Apart from the economic slowdown, another factor affected retail sales, as pointed out by Mark Lilien, Management Consultant, Retail Technology Group, was the presence of many retailers and much square footage devoted to retailing. “The best-run retailers have tremendous capital allocation discipline. They don’t invest unless the ROI is superior. Investing for market share growth alone is a losing strategy, but it’s what most American retailer’s love” says Lilien.

All said and done, the billion dollar question is that would this phase continue in 2008? With elections round the corner, there are expected uncertainties. “Nevertheless, with elections occurring in the heart of the ’08 holiday season, I would anticipate a level of uncertainty that will depress spending again,” says Moss. Or perhaps as Peterson says, “Things could change after the election. But it’s time for retailers to batten down the hatches and go back to the innovation team for new ideas.”

B&E edit bureau: Sreoshi Ghose


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
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Saturday, September 20, 2008

Valuable Asset


IIPM : EXECUTIVE EDUCATION

Nirma’s Hiren Patel has the same instincts as his father, says SAVREEN GADHOKE

Google ‘Hiren Patel’ and you are unlikely to find more than a few links. Search using more key words and there are only a handful of articles that have his reference. That’s the low profile that Hiren maintains, despite being in charge of the Rs.25 billion consumer-care giant, Nirma, along with his brother, Rakesh. Agrees Dipankar Roy, Regional Director, FICCI (Ahmedabad), “He is not very flamboyant and is totally entrenched in his culture. He believes in doing more and talking less. Hiren is a soft-spoken, young, dynamic leader who believes in action.”

For those who know him, he’s in the mould of his father. In his younger days; Karsanbhai started as a small-time chemist at Gujarat’s Department of Mining & Geology, prepared washing powder in his backyard, and started selling 20 packets a day on a bicycle while returning from office. Hiren may emulate his father more over time. When he was older; Karsanbhai took on the might of Unilever when he launched Nirma, which originated from his daughter name, Nirupama. Reminisces Harish Bijoor, CEO, Harish Bijoor Consults, “Nirma was established as a home-grown business with a unique consumer proposition.”

But it was under Hiren’s leadership that the brand reached a new level. From being touted as a value-for-money detergent manufacturer, Nirma made the transition to a premium products maker. For example, Hiren played a key-role in acquiring the India manufacturing, marketing & distribution rights of global beauty care soap, Camay, in 2002. Globally, Camay is owned by P&G Home Products. Call it far-sightedness or sheer instincts, this move increased revenue channels as competition in the soap & detergent market became cut-throat.

While launching two premium variants of Camay, Milk Cream and Saffron, in 2002, Hiren disclosed that he would position the brands in the skin care segment to give them a broader perspective, & price them lower than competitors. He hoped Camay would be able to do well this time, referring to the fact that P&G had earlier failed to reposition the brand in the premium segment.

Even as Nirma has gone forward to acquire a premium image, it has strived to strengthen its backward integration initiatives. On November 27, 2007, it acquired the US-based natural soda ash manufacturer, Searles Valley Minerals. for over $200 million. An official statement said: “The acquisition would enable the company to raise soda ash capacity to more than 2 million tonnes a year, placing it among the world’s top seven producers.” Nirma’s scrip price spiraled, closing at Rs.220.05 on the day, an impressive 7% higher than the previous day’s close. According to news reports, the move gives Nirma an access to low-cost raw material, apart from an entry into newer markets.

Like his father, who created a new market for detergents, Hiren has tried to do the same. When he re-launched Nirma Shudh salt in 2002, he said that the “salt will be a distinct business. We aim to be a major foods player within the next two years. Be it a product or segment, Nirma believes in creating markets.” However, many analysts believe that diversification is not Hiren’s, or Nirma’s, cup of tea. They maintain that each time the group entered new categories, it was unable to make an impact.

For instance, Camay has a miniscule share in the marketplace. The salt business is still quite small as a proportion of the group’s overall turnover. It’s only in the bread-n-butter business of soaps and detergents that the group is doing well. According to the latest report by Centre for Monitoring Indian Economy, Nirma commands a 20% market share in the detergent powder segment. The company recorded consolidated net profits of Rs.1.15 billion and net sales of Rs.22.9 billion in 2006-07.

In addition, there’s a question mark on the management capabilities of the Patel brothers, Hiren and Rakesh. Critics claim that they have been unable to make the shift from being a family-managed firm to professionally-run. An analyst at FICCI, who started his career at Nirma, says, “I felt that they lacked professionalism and were conservative. But, of course, they are hard working. And whatever may be their successes and failures, they take it on their own shoulders.”
Also, Hirenbhai, as he is fondly called within the organisation, has managed to strike an emotive chord with his employees. “Once an employee committed a grave mistake because of which the company incurred losses. Hirenbhai took control of the situation, and made sure the matter was not leaked publicly. And, in a calm manner, he explained the repercussions of such mistakes to the employee. The idea was that the individual realises his folly and does not repeat it again,” recalls a current employee.

Adds the same employee, “Hirenbhai knows how to take care of people. It is his care and the individual importance he bestows on employees that has enabled him to motivate them. No wonder, in Nirma, all employees share a long-term relationship with the organization.” And Roy of FICCI adds, “Hiren is a soft-spoken, young, and dynamic leader who believes in action.” Maybe, these are the qualities that have worked in his favour. Whether Hiren emulates the successes of his father or not, the fact remains that the MD of Nirma Consumer Care lives in a world that’s defined by one mantra – take Nirma to newer heights.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Thursday, August 28, 2008

Princess’ diaries


IIPM : EXECUTIVE EDUCATION

With Nawab Mansoor Ali Khan Pataudi for father and the legendary Sharmila Tagore for mother, how was life for the young Soha?
My childhood was very normal. I got an idea of their celebrity status and of their popularity, much later, in my late teens, when I started noticing the media glare and constant talk about my parents all around.

How has your family image helped you?
My family image, at one level, has given me a lot of protection, a sort of respect that one gets. I have heard horror stories (within the film industry) but haven’t experienced one myself. And I think I owe that to my family image.

How often do family reunions happen?
There are occasions (such as my mother’s birthday) when we make an effort to get together. But for the five of us to get together is now indeed a rare occasion.

Who inspires you more… your father or your mother?
Both. I like the way my father handles and conducts himself. My mother’s inspiration becomes useful because she’s an actor herself and I can learn a lot from her films and her choices.

Had you been a boy, what would you have taken up… acting or cricket?
Still acting. There’s something about it that I find very rewarding.

Are you a star first, or an actor?
I would never want to be a star without being an actor. There are many people who are more of socialites and celebrities, but I’d rather be an actor and make my impression there.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
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The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
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Friday, August 22, 2008

The genesis of the Earth


IIPM’s 36th Glorious Year of Academic Excellence

The booming realty sector... almost everywhere


One third of our planet’s surface, is land, which is abode of six billion people. It is an irony though that majority of the world’s population is deprived of any land ownership. Over the last couple centuries, man has tried to correct this malevolent design by introducing land reforms. No other country in the world has experienced as much land reform as People’s Republic of China did. China’s land reform happened at multiple levels starting from early 1940s. Their last land reform came in early 1970s, called Household Responsibility System which became very popular initially.

In urban USA (where 87% population lives in towns) real estate replaces land reform. Real estate value and market in USA is at its nadir now with the ‘Housing Bubble Burst’ in 2005. This deflated value of property has created the monster of Mortgage and Credit crisis, which compelled the US federal government to consider bailing out the victims. Like the US, Western Europe too is industrialised. In urban Europe however the real estate market is booming, where the property price is in dizzying ascendance especially in the UK and Spain. Weak stock market and low interest rate are supposed to have caused the bubble. Therefore, like any product or service lifecycle, real estate also has its share of ups and downs. But what cannot be underestimated is the importance of land to a man. Like any other basic element, the land will remain inherent and inalienable to human beings for forever.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
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The Indian Institute of Planning and Management (IIPM)
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The Hindu : Education Plus : Honour for IIPM
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IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
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IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs


Monday, August 18, 2008

What an Idea, sirjee... really?


IIPM’s 36th Glorious Year of Academic Excellence

Idea Cellular might have picked up the stake of Spice Telecom for Rs.2,200 crores, but will this deal really rake in synergies for this telecom player from the stable of Aditya Birla group? Noteworthy is the fact that Spice Telecom had operations in Punjab and Karnataka, the two places where Idea till now had no presence at all, although they had been granted the licence for the same. So, it really gives Idea an access to a readymade customer base of a wee-bit more than one crore subscribers (subscriber base as on May 2008 by COAI). But they have ended up paying a mind-boggling price of Rs.21,900 per subscriber. But then, Idea had not been present in these circles till now and would have had to build its brand from scratch in these circles given that Spice has no intention of selling their brand to them. On the up side is the fact that this addition in its existing costumer base would enable Idea to displace Tata Indicom and lap up the fifth spot in the race for service providers. Add to it the fact that Spice Telecom, through its recent aggressive marketing tactics, had been billing the highest number of subscribers in the Punjab belt and second highest in the Karnataka region which would give some ground to Idea as it makes an entry in these areas. Another positive for Idea is that surprisingly, Spice Telecom is also one of the telecom operators that even today has a Average Rate Per User (ARPU) at a healthy Rs.304 as compared to an industry average of Rs.220 which would now be going into Idea’s kitty. The irony of this deal though is that Spice Telecom had recently got the license for four new circles – Delhi, Haryana, Andra Pradesh and Maharashtra. Although Idea had to pay through its nose for these circles as well, but the fact is that they already have established subscriber base in all these circles so there wasn’t much business sense in garnering these circles additionally. There are also arguments being raised that Spice Telcom has been a loss making proposition till date (loss of Rs.365.06 for the quarter ending on 31st March 2008). But Idea feels that the reason for these losses is the operational inefficiencies surrounding this player and that Idea could turn the losses into profits in as little as three quarters. On the overall, this move is in sync with Idea’s plans to soon become a pan-Indian operator with a sizable subscriber base.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
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The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
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Thursday, August 07, 2008

Ravi Deshpande, Chief Creative Officer, Contract Advertising


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Ravi Deshpande, Chief Creative Officer, Contract Advertising: What I like most about Vineet is his drive and his energy. He is very assertive and most importantly, I love his quality of work in art direction. He is a very eager guy. He always has his thinking cap on and has very strong thinking reflexes. One has to have the appetite to succeed. In fact, that is a crucial precursor to success. And Vineet has a keenness to succeed in life. He is definitely a promising guy for the future. He has been doing consistent work in the past as well as in the present and that too across the board. This makes it very difficult for me to single out and choose the best out of the whole lot of work he has done.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


Monday, August 04, 2008

Aneesh Jaisinghani (29) & Sambit Mishra (27), Bates David Enterprise.


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

TheAneesh Jaisinghani ‘Aath ke Thaath’ ad for 8PM Whisky, one of the most memorable campaigns of the year gone by, immediately catapulted Aneesh & Sambit to an ivy-league position in the ad-frat. Doing the re-launch ad of 8PM after a hiatus of 10 years was a tough one, as the previous Border ad of 8PM had broken all records (being voted among the top five commercials of the last century). With that kind of a legacy to live up to, the task was certainly not easy. Many in the ad-frat envy the duo for producing such ground-breaking work for Radico Khaitan. “8PM is the best work I have done till date because it encompasses everything that I had learnt in advertising,” says Sambit. The duo have also worked together on accounts like Nokia & Corner Book Store. While the Nokia 6070 campaign was a commercial hit (winning an Abby nomination), the Corner Book Store campaign was well received by the critics, receiving three Goafest silver medals. “The best creative I have done is the Corner Book Store campaign even though it didn’t have much of a visibility,” says Aneesh. It was pure destiny that brought this team together. Sambit accidently stumbled on to the creative scene, but for Aneesh it was a natural step as his mother was also in the creative field.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!