THE MOMENTS BEFORE ‘EUREKA’

Archimedes may have coined the term in his bath, but for us it really took a lot of midnight oil & number crunching to say ‘Eureka’. Read the minutes...

Financial year 2009 was a trying period for most, starting from buyers to sellers, financiers to investors to companies and even brands. But as David F. D’Alessandro, author of Brand Warfare says, “A great brand stays that way in part because it has no tolerance for anything – or anyone – who threatens the reputation of the enterprise.” So what if it’s slowdown or a global meltdown? Brands, like relationships, ought to grow in times of crisis, right? Well, maybe!

Despite market conditions, most valuable brands are still thriving in the hearts and of course, in the minds of the consumers. Their irreverent tag-lines are still making it to the most-happenin’ crowd lingo; their witty storyboards are still compelling millions to either laugh-out-loud or leave them with glistening eyes and a heavy heart; and virtually every home is overstuffed with brands popping out of the walls, the kitchen and the washroom. But then, do you think it’s true for every brand? Well, don’t scratch your heads. The fourth 4Ps Business & Marketing annual ranking of India’s 100 Most Valuable Brands is here again to tell you which brands struck the cosiest chords with consumers during the year.

It was certainly not a cake walk. We teamed up with Indian Council for Market Research (ICMR) to fetch the best from a holistic list of mind-boggling 40,190 brands. However, after a great amount brain storming, colossal data crunching, and intensive primary research work in 3 phases over the past 6 months, we finally caught on to the swinging mood of the Indian consumers. So, here is the lock, stock and barrel of the method behind the madness of arriving at the 4Ps Business & Marketing India’s 100 Most Valuable Brands…

PHASE I started with preparing a holistic list of local, national and international brands (40,190) present in India, which is then scaled down to a master list of 1499 brands based on the growth, reach, demand and availability (in at least 4 metros and Bengaluru) further divided into 32 broad categories with 99 sub categories. Next, ICMR prepared a structured questionnaire on parameters of Brand Awareness and Preference. Based on the questionnaire a primary research was conducted in Delhi, Mumbai, Kolkata, Bangaluru and Chennai with 3000 respondents. Based on the frequency of brands under the parameters, as found in the primary research, ICMR shortlisted top 200 brands across all categories.

PHASE II witnessed another survey carried with 6,300 respondents across 10 cities (Delhi, Jaipur, Chandigarh, Mumbai, Bangalore, Hyderabad, Ahmedabad, Kolkata, Pune and Chennai) in one-on-one interview format. In order to avoid any bias, the order of the brands was changed for each of the cities. Respondents were selected based on socioeconomic classification (education and occupation), gender and monthly income.

This survey intended to account for the Brand Equity of various brands by asking the respondents to rate them on the following parameters: 1. Brand Image & Perception (what brand stands for and promise); 2. Brand Performance (sales, profit, growth as perceived by consumers); 3. Brand Loyalty (inclination towards the brand); 4. Brand Awareness (or recall-a measure of the brand’s marketing communication); and 5. Brand Association (how far has the brand become synonymous with the product category). The respondents rated each of the brands on a scale of 1-5 (5 being the highest). The survey results are then compiled to draw the final list of 4Ps B&M India’s 100 Most Valuable Brands.

PHASE III saw ICMR conducting an opinion poll with 2500 respondents across 5 cities to vote for the brands under the various heads viz most promising brands, premium brands, best serviced brands et al. See pages 64 – 69 for details, but note that the ‘Top 5’ brands in these categories are not restricted to those placed among top 100.

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Source : IIPM Editorial, 2010.

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

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Multi Screen Media (MSM) is charging...

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In addition, the unreasonably high rates that Multi Screen Media (MSM) is charging have also pushed some advertisers to focus more on such kinds of deals. As per industry sources, MSM was charging Rs. 4 lakhs for a 10 second slot a couple of weeks ago (and mind you, these rates are for preliminary matches; the rates for finals and semi finals are even higher). But there were not many takers for the slots at such exorbitant prices. And thus, within just two weeks, the prices are said to have fallen down to Rs. 3 lakhs per 10 second slots. “IPL is hot property since the visibility is high; yet if you go by the cost benefit analysis, it’s not that hot for advertisers, considering the expensive pricing of the ad slots,” avers Havas Media’s Nayyar. Here is the cost benefit analysis Anita may be referring to: On an average, an IPL match delivered ratings of 4-5 and is costing Rs.4 lakhs per 10 second slot. A Balika Vadhu delivers an average rating in the range of 4-6 and costs Rs.3 lakhs per 10 second slot. So it makes more sense to advertise on Balika Vadhu over IPL.

Interestingly, IPL is also fighting for marketers’ attention with the T-20 gala – the ICC T-20 World Cup 2009, which is also around the corner, starting June 5, 2009. This is also one reason for the lack of interest among advertisers when it comes to booking TV spots. “The ICC T-20 World Cup is a major reason why advertisers are shying away from IPL as they will be getting almost the same visibility at a cheaper price,” said a media analyst requesting anonymity. Though experts agree that there’ll be a rush for TV spots once the League kicks off, they believe companies will focus more on deals that promise higher returns.

That’s life in a slowdown folks! When resources are scarce, collectivism wins. More for less is the mantra. And IPL, by virtue of its heady concoction of cricket, Bollywood, glamour, thrills – the works, turns out to be a much larger canvas than any individual celebrity. So KKR rules, at least for now. No hard feelings, Hrithik!

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Source : IIPM Editorial, 2009

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

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We are here for long term

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Optimism in ads is equivalent to a ‘get well soon’ card. You send it not because you really want the person to get well but because you want that person to think you’re understanding and that you care for him
Manoj Shetty, Creative Director, O&M

I think optimism, hope and a better tomorrow will be the fulcrum of the times and the crux of communication in these bad times, as consumers will go for restraint and considered choice making
Swapan Seth, CEO, Equus Red Cell

We have already increased our marketing budget. We will be doing a 360 degree campaign for Linea, which will include heavy advertising on mass mediums like TV and print, apart from BTL activities
Tarun Khanna, Head-Marketing, Fiat India

Our marketing budget for 2009 is Rs.400 crore. Along with advertisements, we will focus on moments of truth, to make the shopping experience memorable for our consumers
V. Ramachandran, Director Marketing, LG India

There is no better and bad timing and we are not here for today or tomorrow, we are here for long term. To provide the best alternative (as an entertainment channel) in bad times will be our focus
Sunil Lulla, Director, Real Global Broadcasting

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Source : IIPM Editorial, 2009

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

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Warren Buffett, now the world’s richest individual...

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Warren Buffett, now the world’s richest individual, wrote this brilliant analysis in a legendary letter to his investors in 2005, “Long ago, Sir Isaac Newton gave us three laws of motion, which were the work of genius. But Sir Isaac’s talents didn’t extend to investing: He lost a bundle in the South Sea bubble, explaining later, ‘I can calculate the movement of the stars, but not the madness of men’. If he had not been traumatised by this loss, Sir Isaac might well have gone on to discover the Fourth Law of Motion: For investors, as a whole, returns decrease as motion increases.” Interestingly, if you’re looking at tax planning simply for saving taxes, you’ve still not understood Buffett’s motion principles at all... For tax planning is now purely about wealth creation!
By Gyanendra Kashyap

A smart move by witty Portia had enabled Antonio to escape Shylock’s wrath in William Shakespeare’s The Merchant of Venice. Alas, that was just a play; in reality we have millions of Antonios losing pounds of their flesh every year. Bemused? If you belong to the knowledgeable suited partisan clan playing to cliched galleries that consider taxes and death as inevitable, you’re our sweet Antonio! For death might be inevitable, but in the same way as you can delay death with a healthy lifestyle, you can also reduce your taxes – and increase your wealth – with a healthy tax planning lifestyle. Surprise surprise, modern day Portias do exist to trick the modern day Shy/Taxlocks.

‘Prudent tax planning’ is an issue that, in today’s busy world, is the last thing many keep in mind when they enter a new financial year. Sadly, it’s not just that people don’t care for tax planning (at least, till the last quarter before their due date for tax payment), but that they believe they’re the smartest tax whiz kids down the block because one fine morning, they can audaciously get up from their deep slumber, go to an agent and dump Rs.1 lakh in various ‘so called’ tax saving schemes.

Looking at the masses that show such radical characteristic, it seems as if people, of late, have developed an uncanny likeness for hustle, hassle and drainage of money. They consider this ‘year end deposit’ as a mere obligation to be fulfilled. But what they fail to realise is that this ‘mere obligation’ is actually working against their wealth. Even though it seems that they are actually accumulating a so called ‘fortune’ by adding a lump sum investment every year without fail, this falsity of a fortune is damaging their future income competencies considerably. Apparently, it is this massive failure of realisation that necessitates a careful assessment of the tax payer’s investment in terms of liquidity, security of investment, return and tax on such investments.

At the start comes a Zeusian philosophical change. The tax payer, instead of considering tax planning as mere obligation, must fanatically consider this as an extremely important investment for the future. The tax payee must believe that a planning strategy is not just for saving tax, but most for actual wealth creation; a process that he must follow with an utmost visionary zeal. If that philosophical change can’t be ingrained by a payee, then woe behold those who can’t make this process a successful exercise to take full advantage of all permissible tax deductions and rebates available on stipulated tax saving investments and to make optimum use of tax-exempted incomes.

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Source : IIPM Editorial, 2009

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

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(G)lovely solution for the New Year!

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Now, “Pull my finger” has a whole new meaning. Ask Apple and iPhone fans...

Apple has announced another first in the name of ‘innovation’. The United States Patent and Trademark Office released Apple’s most recent application on January 1, 2009. And through the same, the company filed for patent protection for a ‘glove’, yes a handglove!

It is not a magical one though, just a power glove. The proposed patent (number 20090000010) is for what Apple calls a ‘High-tactility glove system’ designed to aid iPhone users in operating their multi-touch devices in frigid weather. As the application says, “When users, in cold weather, wear thick or bulky gloves, the loss of tactile feedback to the user may prevent the user from properly operating the electronic device, and may lead to frustration.” Therefore, this is another step from Apple ensuring that its users get the best of utility and comfort!

Apple’s glovely solution is a two-layer ‘system’, with an outer insulating layer and an internal conductive layer. In the fingertips of the outer layer there are ‘apertures’ through which the user may punch-in his or her desired digit, so that it appropriately provides for a multi-touch display, while still protected by the inner layer. These apertures, according to the application, may be closed by an elastic ring or cap in order to prevent rainwater from reaching the liner through the aperture, or to prevent cooling of the user’s fingers through the aperture.

Given above is the flow-chart (filed by Apple with the patent), which describes the activities a user must engage-in to enjoy fully the benefits of this innovation. Though the product has not yet been launched in the market, there is no doubt that active Apple fans, especially those in perennial cold weather will cheer its entry. As per market reports, The US Patent and Trademark Office is optimistic about granting Apple Inc. the IPR, as it feels that the innovative effort is “authentic.” So all we got to do now is to wait for this glovely solution to hit the global market. Yes, for fans, the warmth of scrolling, flicking, and punching-in digits looks interesting, but isn’t a hole in the finger of a glove taking IPR protection a wee bit too far? Apple doesn’t mind it though; do you?

Nura Yor

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Source : IIPM Editorial, 2009

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

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Politics

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Coup of the Year
Singh was proven king this year, once at the box office and when Manmohan Singh showed his skills at ‘Survivalonomics’. He not only staved off a no confidence motion moved against the UPA government on the N-Deal issue, but also went on to ultimately clinch the nuke deal!

The Counter Coup
Anti-incumbency became a casualty in the November 2008 Assembly elections, with Congress retaining Delhi, and BJP retaining Chhattisgarh & MP. Even Vasundhara Raje missed Rajasthan by only a whisker

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Source : IIPM Editorial, 2009

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

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This humble hack dares to be...

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This humble hack dares to be presumptuous enough to write with trepidation and a certain gumption that would hardly ruffle the feathers of a mighty and towering giant of an entrepreneur whose companies have been on a quest of global conquest in the last few years; albeit without the marauding violence and contempt displayed by the rampaging armies of George Bush Jr. I marvel at the vision, stamina, will power, fortitude, leadership skills and chutzpah you must have to manage a group with about 80 companies. I was an even more ardent admirer of your predecessor the late J.R.D. Tata.

Like all hacks, I was going through a bunch of newspapers the other morning when I stumbled upon this headline: “Tata Seeks Special Funds in Banks.” Like most hacks, I was curious; wondering if the mighty Ratan Tata now wants to buy up a bank or two after gobbling up Corus, Jaguar and Land Rover. After reading the story, I must admit I was puzzled; you may say even baffled and bamboozled. The question kept ringing in my humble head: the mighty Ratan Tata, the great global entrepreneur, the saviour of India Inc. and India, now going to the government with a hat in hand?

It seems you have found some time from your maddeningly busy schedule to write a letter to the humble Dr. Manmohan Singh. He must have felt elated because he was dejected when Barack Obama didn’t call him. In the letter, you have taken up the responsibility of saving the brightest jewels of India Inc. from distress and even disaster. In keeping with the Tata tradition of corporate ethics and social responsibility that was so exemplified by J.R.D. Tata, your mission is selfless and charitable. You want ‘select’ Indian banks to create a special contingency fund for ‘credit-worthy’ Indian companies. And what would that fund do? It would rescue allegedly top performing and leading ‘credit-worthy’ companies from despair, if the dollar and euro loans they have taken are recalled or have to be repaid in a hurry. That is because the global financial meltdown might compel many foreign banks and institutions desperate for liquidity to refuse to extend or roll over the loans after December 31, 2008, when they close their books of accounts. Visionary leader that you are, you have chosen to be pre-emptive and pro-active in saving the honour, the very izzat of ‘credit-worthy’ Indian companies and entrepreneurs. Entrepreneurs that are not considered ‘credit-worthy’ by you have no izzat anyway.

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Source : IIPM Editorial, 2008

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

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“Many cosmetics contain animal by-products”

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Estella Lau of The Body Shop talks about how the beauty industry has seen a shift, with consumers wanting more natural products. By Savreen Gadhoke

Do you think that perception of the consumer toward natural products has changed since The Body Shop was launched three decades ago?
The Body Shop has a belief that nature’s way is the way to be beautiful. Natural ingredients used in our products are sourced from all corners of the earth to bring our customers the very best to enhance their natural beauty. The beauty industry has seen a shift, with consumers wanting more naturals in their skin care and make-up products. As knowledge & information becomes more accessible, consumers are more aware of the benefits of natural ingredients. They have also become more conscious of their health and have become more selective of the type of cosmetics and skin care products.

With so many beauty products floating around in the marketplace, how does The Body Shop maintain its base of customers?
The Body Shop recognises that the stresses of everyday modern living have taken a toll on customers’ lifestyles. This has led to the development of our new ‘Wellbeing’ range, which was recently launched. Each range contains active natural ingredients based on traditional herbal remedies providing top-rate performance formulations. Every product in the range contains of at least one Community Trade ingredient, so wellbeing needs are taken care of while a community benefits in the process.

After The Body Shop was sold to L’Oréal, was there any shift in the perception of the consumer toward it continuing to use natural ingredients? What efforts did The Body Shop take to sustain its brand image with the consumers?
L’Oréal has been committed to The Body Shop sitting as a separate entity within L’Oréal and has made it clear that we are to keep our existing identity and values. Because of this, our customers have been as supportive as ever of our business.

When you market your products, what attributes besides being natural, do you focus on?
When customers buy from The Body Shop, not only do they walk away with a quality product, customers also know that they are buying from a company that is working to have a positive impact in the world.

What about rumours that your products are not 100% natural?
The Body Shop is a global retailer of naturally inspired, ethically produced beauty & cosmetics products. Wherever possible, we source our natural ingredients such as plants, herbs, fruits, nuts and so forth from sustainable sources. We use naturally-based ingredients as constituents in our products, selected for their natural skin caring and moisturising properties and used in appropriate levels. As consumer safety is paramount, our formulations contain various levels of synthetics, preservatives & emulsifiers, which are needed to protect the products and consumers against bacteria, yeasts and moulds.

The Body Shop is also extremely committed to animal protection and we believe that no animal needs to be harmed to produce cosmetics. In 2007, we announced that all of The Body Shop products were ‘suitable for vegetarians,’ which means that our products are free of any ingredients resulting from animal slaughter, such as gelatin or animal hair. It may sound strange but many cosmetics do contain these animal by-products. Customers with strong vegetarian principles seek products that they can use without compromising their ethics, and we are keen to meet their needs.

Savreen Gadhoke

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Source : IIPM Editorial, 2008

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

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Dominate Sony? Disrupt Zee? Displace Star?

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Even Zee has rolled up its sleeves and is launching a slew of new programmes. Three of them – Choti Bahu, Maa & Rang – are expected to debut soon. And one should never forget the strong comeback Zee made and the way it threatened Star Plus’ leadership a year ago. Talking about the new GECs, Zee TV’s Programming Head, Ajay Bhalwankar told 4Ps B&M, “New channels have focused on distraction based programming, which has got them viewers but that definitely cannot get them viewer loyalty that we have developed over the last 14 years.”

Sony’s Marketing Head, Khan agrees, “It’s too premature to say that Colors can lead the GEC race or not. Earlier NDTV Imagine and 9X also got higher ratings but they couldn’t sustain it and now they are behind us.” Sony has got its weekend ratings stronger due to Indian Idol 4. “We have got our weekend programming right. We are number one or two on weekends and now we are focusing on getting our weekdays programming right,” adds Khan. Sony has not been able to make a strong impact for the last one year. “Sony has continuously been trying and launching new shows different from the typical Saas-Bahu drama (like Sujata, Kuch Is Tara, and more recently Aanthva Vachan) but nothing has clicked strongly for them so far,” says a media analyst. Right now Sony is focusing on launching programming based on female protagonists but with a regional set up. One such soon to debut programme is Meet Mila de Rabba, which is built around a Punjabi set up and feel. One may see a lot of weekday programming based on different regional areas on Sony in coming times.

Undoubtedly, Colors is promising both for audience and advertisers. As Nayyar admits, “Earlier when a marketer needed reach they had to look up only to Star, Zee or Sony, but Colors has come as a good break with a strong reach.” The only challenge for them is to sustain their performance. Basabdatta Chowdhary, COO, Madison Media warns, “My only word of caution is that once Big Boss (which is a huge rating grosser for Colors) goes off air in November, this may impact the ratings of the channel.” So the replacement for Big Boss will decide a lot for Colors.

Moreover, with ADAG’s Big Broadcasting to launch two channels in the category by the year end, the competition will get even more intense. Affirms Rajesh Sawhney, CEO, Big Entertainment, “We don’t believe in doing what others are doing. We will not only sharply define our target audience but our programming too.” And as ADAG’s aggressive DNA goes, Big Broadcasting will surely do its best to disrupt the segment and pose a bigger threat to Star and Zee. At that time, the biggest challenge for Colors will be to hold audience interest and not fade out after the initial kick it got.

Interestingly, Colors and other new GECs have expanded overall entertainment viewing on the telly. Before the entry of Colors, 9X & NDTV Imagine, the category was averaging about 950-975 GRPs. Now the category has regained some share from movie, news & kids channels and is averaging at 1,200 GRPs over the past 4-6 weeks – a clear growth of 23% in a years’ time. Do we hear GEC honchos setting aside rivalries for a while and unanimously yelling the hurrah?

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Source : IIPM Editorial, 2008

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

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Consumer’s perspective; yes, they still matter

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Despite what you, I, my cook and my dear SUV manufacturers were thinking all these years along, strangely, consumers do matter [damn you Kotler]! Going back to a historical time line, when Honda launched the third generation of its SUV, CR-V in India and made waves in the automotive circles, it was not serendipity at all. Masahiro Takedagawa, CEO, Honda Siel, had told this magazine, “The all-new CR-V is targeted at a young audience with an average age of 35-40 years. It is meant for people who are educated, tech-savvy and adventurous.” SUVs [Sports Utility Vehicle, for sweet mercies] were the kind of words which were supposed to infuse a ‘virile adrenaline powered boost in your body every time you heard them pass by’... Uh, ok, I copied that term in the quotes from an auto manual. But hey, cynicism apart, the fact is that most creators seemed [and still seem] to describe an SUV from my planet, Mars! The rationale of providing a diesel engine, four wheel drive, wheel locking and robust multi-variate technically super advanced gadgetry was that when one would take out the SUV off-road, the vehicle would simply not break down!

The small little mistake was, the majority of consumers were and still are not buying the SUVs for taking the vehicles off the roads. A typical SUV buyer still wants a larger then life ‘big’ vehicle which looks ‘big’, has ‘big’ tyres, ‘big’ bumpers, and most importantly, exudes ‘big’ class but would never perhaps want to take it off the roads. The maximum that SUV buyers – and my boss – finally got down to do was to travel interstate on pristinely maintained highways. Unfortunately, there were too few of even such buyers. Leading to companies even testing out the Softloaders. When Toyota launched the Prado in India, it preferred a petrol engine instead of a diesel and so did Suzuki with the XL7.

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Source : IIPM Editorial, 2008

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

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WHY FOUR ISN’T LUCKY FOR AMERICAN EXPRESS...

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After its incorporation as a new entity, AEBC in 2008, its core focus in the country – that of providing plastic money services to its Indian consumers – was back. “The Indian card market provides ample of opportunities to players like us; thanks to the huge untapped market with increasing consumers’ disposable incomes, buying habits et al,” explains Hennin. The consequent rise in consumer expenditure, growing affluence levels and consumer sophistication have all led to a robust growth in its credit card business. So far so good. But the question really is: does it make sense for AEBC to focus so much on its credit card business in India, while financial companies the world over are complaining that debt levels have risen? Surely, statistics prove so. As per the 2007-08 RBI Report, the total value of transactions made on credit cards during the year amounted to an incredible Rs.579.58 billion, an increase of 40.1% as compared to 2006-07. Moreover, the total number of credit card transactions too rose by a swashbuckling 34.6% y-o-y to touch an incredible 228.2 million during 2007-08. Now this compared to a poor 8.6% growth during 2006-07 is definitely good news for AEBC! As per N. Wadhwa, Director, SKI Capital, “The credit card market is growing at a healthy rate of 30-35%. The total card market today in terms of billings is growing at 30-35% p.a. and is estimated to reach over $20 billion this year. It definitely holds great promise for those who want to bet on it!” Also with just 2% of total consumer spending in the country being made via cards, the future looks anything but gloomy!

AEBC today caters to its consumers’ needs through cards like the Green and Gold Charge Cards, Green and Gold Credit Cards, Airline co-brand Cards, Corporate Charge Card, Platinum Charge and Credit Card. One unique strategy from this plastic money provider which helps it minimise defaults to negligible (as company officials claim) is that it only caters to a niche audience. Surely, this would not help it garner market share but it would give it the critical hedged position needed in a financial market where you deal with commodities (in this case credit) which never guarantee you immunity.

“In the current scenario, India presents unprecedented opportunities to Amex to further its strategy to own and serve the premium segment. Amex’s strategy to work with the premium segment fits in very well in the present Indian environment,” clarifies Amit Dutta, VP, Brand & Customer Engagement, American Express India. But as encouraging as the current situation sounds, the low income levels in the country makes work difficult for Hennin. “With others too targeting people from all possible segments, the competition only gets tougher for American Express,” explains A. Jainani, VP (Research), Khandwala Securities.

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Source : IIPM Editorial, 2008

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

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One more, below the belt!

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Maheshwari agrees, “The launch of Google Chrome could shake the dominant position of Microsoft in web browsers industry, which accounts for more than 70% of the browser industry.” However, the short term impact doesn’t seem much severe as much of the systems in work across the world have Internet Explorer as their default web browser. Switching to other browsers isn’t that easy for users when they are comfortable with an existing one. Its initial move cannot be considered as an assault on Microsoft’s Internet Explorer, but the long term strategy may indeed be an assault on other products, like Office.

Currently, a majority of the browser market is being held by Microsoft, followed by Mozilla, and thus, leaving just 3% to 5% share of the browser industry for other players like Opera, Safari, and Netscape. Google already enjoys a dominant position in the search engine market, and combined with its own web browser with differentiated features, it holds the true potential to bring about a ‘disruption’ in the industry, resulting in restructuring of its market landscape. As competition often results in innovation of one sort or another, it will further lead to intensified competition in the industry, which, in turn, would lead to the introduction of more improved and innovative user-friendly features in the industry. Maheshwari believes that “Chrome’s impact on other browsers will be quite noticeable if things go well as per planned by Google.”

While the competition between Microsoft and Google is likely to produce many improvements for consumers, the likely fallout from the battle will be other browser makers that have only recently begun to pry market share away from Microsoft. Firefox could become a victim of “friendly fire” from Google as many of its users are the same early adopters who are most likely to switch and try a new browser. Other browsers, like Opera and Apple’s Safari might suffer loss of popularity too. The impact of Chrome on Opera will be minimal as Opera’s growth on the desktop is limited. But Opera will face challenges in the mobile space (where Opera’s potential lies) when Android or mobile version of Chrome will be released at the end of this year.

So far, the launches of new browsers by other companies have not been able to dent Microsoft’s dominant position. Only Mozilla has been successful in snatching a small chunk of the industry from Microsoft.

But with the entry of Google, one can expect some serious browser wars now. And while “who should we be rooting for” in this war is still a matter of ‘economist’ speculation, one thing’s for sure - considering how Google is moving towards destroying Microsoft’s citadels step by step, the latter needs to be very very worried...

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Source : IIPM Editorial, 2008

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

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Who says number three is unlucky?

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The problem with new GECs it seems is that they are not offering any differentiated programming. As SAB’s Anooj puts it, “Their programming is like the Amar, Akbar and Anthony programming. They pick a little bit of everything from every channel.” Unfortunately, this shortcut isn’t long-lasting. The only way forward for these new channels is to offer differentiated content. “They can get into offering content of just one genre - maybe like a channel with only thriller shows or only comedy et al. Copying will only destine them to doom,” says a media analyst.

So will these new GECs survive or shut shop? “A lot of them are going to be out of business. Because it’s a big boys game,” feels a confident Kunal Dasgupta, CEO, Sony Entertainment Television. Star Network’s spokesperson Yash Khanna avers similar. “It’s easy to grab audience attention when a channel is launched, but it’s difficult to sustain that attention over a long period. That’s their challenge,” he quips.

But Star and Zee should not become too complacent either. While 9X and NDTV Imagine’s launch did not hurt their respective channel share much, the coming of Viacom-18’s Colors has ruffled their feathers some. The share is no longer being pruned from Sony alone. August saw Star’s share come down 6% over last month to 26%, while Zee’s share fell 2% to sit perched at 15% in the month (source: aMap).

Given that Anil Ambani’s Big entertainment is also all set to to debut on the Indian teletube by the end of this year, Rajesh Sawhney’s (CEO, Big Entertainment) words may be prophetic. “You need not only sharply define your target audience but also your programming… One should really not have Ramayan and reality shows on one platform.” Big plans to launch four to five entertainment channels targeting different genres within entertainment, of which two are scheduled to go on air by December this year. Adds a confident Rajesh, “No point in copying others. We don’t believe in the Balaji model. The paradigm will change soon.”

Clearly, audiences are becoming restless and channels need to wake up and smell the coffee. Disruptive programming could be the key for the future as Sony’s Kunal asserts, “I think by next year long running soaps will be dead… That’s tougher as we need to come with short burst programming then. People want a story in 26 episodes.” It’s this disruptive programming that has kept Sony in this race despite nimbler competition from new GECs. Their clutter-bursting programming – Indian Idol, Jassi Jaisi, Big Boss, Dus Ka Dum – made audiences return, allowing Sony to cling to the number three crown.

So long as Kunal Dasgupta continues with this creative destruction strategy, disrupting Sony will be a tough askance. But then, Reliance has a habit of breaking the mould in every business it enters. Anil Ambani will want to reach the numero uno position quickly and the first hurdle to topple will be Sony. Are you listening Sony, 9X, Colors, NDTV Imagine etc etc etc?

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Source : IIPM Editorial, 2008

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

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Toshiba e-Studio 2500c

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Technical Specification

Max resolution (b&w) 6760 x 1440 dpi; Only entry AIO (printer-scanner-copier) which offers 4 individual ink cartridges; Print Speed of 25 ppm, B/W, 13 ppm Colour
PRICE: Rs.4,999
WARRANTY: 2 years on site service warranty

The e-STUDIO2500c/3500c is a multifunction print/copy/scan/fax (MFP) device that utilises a printer-centric engine developed exclusively by Toshiba’s imaging experts. It’s perfect for users who demand unparalleled business productivity, full-colour scanning, and razor-sharp printing. The hardware accelerator developed by Toshiba ensures optimised image handling performance and reduces the frequency of HDD access and temporary file size, so “Scan to” and “Box to Print” functions are processed much faster. It is the perfect device for a high-quality image reproduction which results in clear text and crisp lines with smooth blends of colour, clubbed with excellent colour reproduction & high-quality image compression. Toshiba’s original image-processing accelerator, simply add to its glamour.

Marketers’ delight: The overall colour superiority is supported by several new Toshiba technologies that provide superior colour registration. Also, the e-STUDIO2500c/3500c is designed to support proprietary Toshiba toner that offers excellent colour quality.

Tester’s note: Pros – Is a multifunction printer, which can handle a large amount of printing work. Con – External design can be improved upon.

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Source : IIPM Editorial, 2008

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

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HCL Mileap V Series AXMV0201

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Technical Specification
Processor: Intel Processor A110 @ 800 MHz; RAM: 1x1GB DDR2; 80GB Hard Disk Drive; 7-inch display.

PRICE : Rs.34,990
WARRANTY : 1 year

Specifically made to suit the Indian environment, the HCL Laptop Mileap V-AXMV0201 ultra-portable PC has a unique dustproof, shock-proof and durable design. The V series is targeted at consumers who love to stay connected, everywhere. The light weight laptop is designed small so as to make it convenient to use almost everywhere. The ultra-portable PC integrates an extraordinary navigation pad on the side panel. As per a company spokesperson, “HCL V Series laptops are designed for a eco-efficient consumer and also to be used as business notebooks...”

Marketers’ delight: The stylus and durable design is a show-stealer.

Tester’s note: Pros – Ultra-potable and excellent price. Con – RAM could be improved upon.

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Source : IIPM Editorial, 2008

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

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One wonders where India would have been today if events hadn’t unfolded the way they did in 1991.

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One wonders where India would have been today if events hadn’t unfolded the way they did in 1991. Clearly the BOP crisis proved to be a unique blessing in disguise

This writer recalls a conversation with an elderly Hyderabad-based Sikh gentleman on a train journey to New Delhi in 2002. When asked about his opinion on New Delhi, his reply was a landmark lesson in diplomacy as he said, “People in New Delhi are crazy!” Of course, his prejudice was not sans basis. On his previous visit to New Delhi, he had suffered the horrendous experience of a one hour traffic jam at Dhaula Kuan, one of the city’s key intersections. For Delhites, it was daily fare then, but of course, our Sikh friend had the experience of a lifetime!

That intersection has improved since, with an impressive network of flyovers, but most of India is still crying for better highways, reliable power, clean water, two meals a day, employment et al. Experts have often compared India’s course to economic development to a typical two lane Indian road laden with potholes. Piecemeal measures to convert our roads to smooth superhighways do happen, but it needs a severe crisis in terms of traffic to initiate such changes. And our economic saga is not very different,

So, while all over the world, people may dread the word crisis, we Indians must take it in our stride. It took a crisis in 1967 for the government to take baby steps towards liberalisation, but then they retreated like a crab on the beach does on seeing ‘huge waves’ of protectionist jingoism. And it took a huge Balance of Payments crisis in 1991 for India to initiate a wave of economic reforms. Thankfully, our crabby traits did not get the better of us this time around.

Before that fateful year, ‘free India’ was shackled by a range of problems, including babudom, ‘Swiss bank accounts’, red tape, protectionism, poverty, inefficient PSUs and pathetic services for its citizens. As per reports, fiscal deficit had touched an alarming 7.9% in 1989-90. The shock started in 1991 with the crude oil peak that came due to the Gulf war. India’s forex reserves dropped suddenly from an entirely unimpressive $3.11 billion in August 1990 to a decisively perilous $896 million in January 1991 (Ministry of Finance report). Reserves at that time could not even have funded two weeks of imports. India took a loan of $1.814 billion from the IMF in January 1991. The new coalition government led by the Congress took up a slew of measures, including import compression (later deemed counter productive) and allowing export of its gold reserves (some 47 tonnes of gold were sent by RBI to England, which raised around $700 million).

Apart from short term measures, the new government decided that economic reforms are a must to get the country firmly on the road to recovery. Therein, India saw a welcome saviour in the form of the then Finance Minister Dr. Manmohan Singh. Fiscal profligacy was shunned with steps like abolishment of export subsidies, increase of fertiliser prices and a rain check on non-plan expenditure. Enterprise was encouraged with simplified clearance processes for trade and business and moves towards less interference by the state. The oppressive licence raj of the 1980s had breathed its last. Tax reforms were initiated and a programme was launched to divest government stake in non-performing PSUs. State influence was rightfully shifted to the social sector and towards regulation to ensure fair competition and consumer interests.

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Source : IIPM Editorial, 2008

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

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YUAN LONGPING - The chinese charmer

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YUAN LONGPING
The chinese charmer

Talking about Yuan Longping is more relevant today, with uncontrollable inflation due to shortage of commodities including the essential food grains like the rice & wheat marring the global economy. Every scientist cherishes a dream of creating something unique that will help the world at large. However, in the case of Yuan Longping, dubbed as “father of hybrid rice,” he dreamt of cultivates rice as plump as peanuts, and that farmers could relax in the cool shadow of big rice plants. As a young impressionable man, teaching at an agricultural school, he was overcome with grief when a series of natural disasters had plunged China into an unprecedented famine that caused many deaths. It was then that he developed the first hybrid rice variety, which provided 30% more rice than the normal yielding ones. His research is said to be the second green revolution. Yuan didn’t stop there. With the money he earned, he today continues to support research being carried out by others. Today when shortage of food grains is hitting the people of India hard, it’s time that the Indian scientists take lessons from this unlikely Chinese hero.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Young and upbeat - M. THIAGARAJAN

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M. THIAGARAJAN

Young and upbeat

What’s common between Stelios Haji-loannou and M. Thaigarajan? Aviation, of course! But there is a finer glory there if you ponder hard over it – they both started young as the top man in their respective airline companies! While Guinness Book of Records tagged Stelios as the youngest Chairman of a scheduled airline (EasyJet, UK) when he was just twenty-eight, Thaigarajan wins the title of the world’s youngest airline CEO. But there’s one thing about Thiagarajan, his hobby, celestial navigation as many call it showing his vision for India in this century.

“I have seen very little of him personally or over meetings as most of the times he sends someone else to act on behalf of him. But whatever I know of him, he seems to be a quiet and serious personality,” comments Siddhanta Sharma, Chairman & CEO, Spice Jet who shares friendly terms with Paramount Airways as confirmed by C.R. Kannan, AVP, Paramount Airways. Thiagarajan has gifted aggression to his aviation company and within 30 months of its launch, Paramount is reigning supreme in South India by capturing maximum market share and attaining a dominant leadership position (as far as the high-value business carriers are concerned) using just Brazil-made Embraer aircrafts. “He might just be influential in the coming year, you never know,” adds Siddhanta. But remaining confined to just South India is not Thiagarajan’s cup of tea; he wants to spread his wings not only across India but later globally as well. This young man’s big plans comprise expansion through increasing the fleet size by 40 more Embraer aircrafts by 2010. The mantra of Thiagarajan appears to be concentrating on a single region, deluging and then leading before heading towards other areas as stands proven via his plans. He plans to enter western India by May-June this year and the north Indian zone by early 2009. He also has ‘beyond boundaries’ plans to go global (covering Europe, Far East, USA et al) by 2015-16, ensuring that India is a winner this century.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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