We screwed up with Windows Mobile!

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

This was the telling statement Steve Ballmer, CEO, Microsoft Corp. made while addressing Microsoft’s Venture Capital Summit as he regretted that Windows Mobile could have been launched with a better operating system. Ballmer has rejiged the Windows Mobile Team to recover losses and has given an assurance that “this won’t happen again!”

Neha Saraiya

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Source : IIPM Editorial, 2010.

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

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Invalidating the ‘Medical marketin g’ oxymoron!

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Today, brand Fortis is offered back to its patients even after they have been discharged. This also helps to grow customer loyalty. The patients are contacted a month after they are discharged. A formalised research model has been built, that gets feedback from the patients who have been discharged about three months back. “Many a time the results show how certain departments are doing better, and that helps us understand which department can deliver better services, so that negative reactions to the brand are taken care of,” justifies Mazumdar. When questioned about the ‘simplicity’ of the print ads (one of which has a doctor and a female patient, with minimum ad-words), Mazumdar defends, “It’s all about that emotional connect with the Indian consumer. We have kept it very simple because we want people to read it very easily, even as they are driving by.” Indeed, Fortis has managed to present the relationship between the doctors and the patients differently through understanding of the consumer psyche as Mazumdar states, “Our campaigns are run based on consumer insights. Many responses in the past have shown that while the doctors are good, they are found to be ‘cold’. Our visuals are about the trust that patients have in Fortis. ‘How do I communicate my support for my proposition’ is what has been kept in mind in the most recent campaign. And this is a clear differentiator as compared to most groups.”

Fortis is also exploiting media vehicles, which are not heard of much in the field of healthcare provision. “We have also run radio advertisements with very clear messages… We have taken three arrows on patient care and expressed it on radio. It is still running on radio. What we are fundamentally doing in our campaign is that we have been trying to use consumer insights in our efforts.” Talking more about above-the-line marketing efforts, the key media vehicles that Fortis is exploring is print and radio. But there is another first from Fortis, that many in even the medical community are oblivious to – that of online marketing. “I have parked aside a good sum of money for my online social networking activities to capture younger audience who are more tech-savvy. We just started using Facebook. We have actually designed an application that monitors all your healthcare symptoms. So you can update your status anytime. The other one is on Twitter where we have created blogs, which lead the users onto our websites…” The basic idea is therefore clear – engage all possible communities. But don’t greater marketing acts call for higher charges to be levied on the consumer front? “Not at all. The fact is that when we advertise, we do not charge higher fees to make up, we simply make up on the scale,” affirms Mazumdar. While speaking about how Fortis has continuously leveraged the Escorts brand, he confirms, “Escorts is a very powerful brand. In fact, when we took it over, it was a much bigger brand than Fortis, and we didn’t want to do away with the brand. It gave us scale, respect and notice in one shot! So we aligned it with the Fortis network that gave us the needed brand building synergy…”

Fortis is currently not on television. The rationale as Mazumdar gives is, “It’s only now we are getting on a national reach. Without such scale, the cost-to-return basis doesn’t make sense.” Fortis has also started something new, whereby if there is a new kind of surgery, it is beamed across to many doctors and patient groups. ‘Friends of Fortis’ is another campaign wherein the patients get to meet the doctors, and thereby the patients become Fortis’ brand ambassadors through word-of-mouth marketing.

From the first hospitals in Punjab to the first one in the NCR region at Noida to the acquisition of La Femme (an all feminine niche clinical arm) and Escorts, the Fortis network brand is one force to reckon with; and for now, Mazumdar does not hesitate in voicing out his disbelief in the oxymoron called Medical Marketing!

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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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For white goods makers, a ‘happy’ lot of dealers implies a ‘happy’ festive season.

Savreen Gadhoke & Surbhi Chawla explain why today, dealers are the new kings...

Consumer is king – that statement sounded clichéd for sometime; today it stands challenged! It’s the era of the dealer, and pampering them is what the companies are doing best, especially in the face of the festive season… In May 2009, consumer electronics firm, Asus rewarded its top performing 30 dealers across the country by taking them for a week-long trip to Bangkok. Their stay was arranged in a top-quality five-star locale and a visit was also arranged to Asus’ service-centre in Bangkok. This year too, Asus has decided to take its high performing dealers to an all-paid foreign trip, though the destination has not been finalised yet. There is Samsung too, which offers its mobile handset dealers a trip to South Africa, Dubai, Bangkok, et al, if they purchase 30 units of a particular handset of one model. The offer comes down to a refrigerator for purchasing 20 units. The company also offers a Honda Jazz to big dealers if they purchase products worth Rs.32 lakh.

A Bhubaneshwar-based dealer of electronic appliances dealer also shares his experience of travelling to Europe for having successfully sold 200 LCDs of a company. This is just a snapshot of how big consumer electronics and durables giants are wooing their dealers to improve upon their sales, particularly during festive seasons. The stakes are really high this time around, as the previous year wasn’t really something to cheer about. The past two quarters (Q4, 2008-09 & Q1, 2009-10) have been disheartening in terms of sales. And with Dussehra & Diwali falling in two different months this year, consumer durables & electronics companies are quite excited about both months being high-growth and activity-laden. Shantanu Dasgupta, VP, Corporate Affairs & Strategy – Asia South, Whirlpool, confirms, “We are hoping to register a 35-40% growth over last year and are aiming for sales revenues of around Rs.600 crore during this festive season alone...”

The high optimism reflected by these white goods entities has a strong footing. According to the most recent Nielsen Global Consumer Confidence Survey 2009, Indian consumers have a good perception about personal finances and job prospects, which reflects in their willingness to spend on discretionary items. The survey reveals that 39% of Indians think that it is a good time to make purchases. Encashing upon this opportunity, sellers are leaving no stone unturned to make sure their cash registers ring in this time; and to this end, a host of consumer schemes are being launched – like Sony’s ‘Zero Percent Finance Offer’, Haier’s ‘Bhagya Lakshmi Festival Promotion Offer,’ et al.

In order to achieve their revenue targets, it is imperative for companies to not only launch consumer discount schemes, but also trade schemes (dealer incentive programs). Also, with the 6th Pay Commission hiking salaries of those in the public sector by releasing Rs.16,000 crore, manufacturers and retailers are hoping to pocket at least 10-15% of that amount. But what is it that makes the dealers and modern retailers (like Reliance Digital, X-cite, Croma, et al) such an integral part of the entire value chain and how do companies keep them happy?

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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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25 AND GETTING YOUNGER

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“Hero Honda posts its strongest-ever quarter in Q1’ 10” - Wednesday, July 29, 2009.

“Hero Honda reports leadership performance with 50% net profit in Q2’ 09” - Tuesday, October 21, 2008.

Ask the dapper Anil Dua, Sr. Vice President (Sales and Marketing), Hero Honda about Hero Honda’s slowdown-defying growth of late and pat comes the reply: “This growth has been possible primarily due to a smart strategy – which we internally call – the “multi-focal” approach. The strategy is built on four ‘building blocks’ – keep refreshing the product range constantly; build brands and invest continuously in them; keep expanding the distribution network; and support the new launches with innovative 360 degrees communication and ground activation. And we plan to stay true to this strategy.”

In fact, just in the last few years – even as the nation was supposedly reeling under the slowdown wave, the bike company has notched up some definitive wins in the otherwise hiccuping Indian bike market, primary among them, a significant increase in market share to take their tally up to 59% in the segment. Amidst the jamboree of celebrations of Hero Honda entering into its silver jubilee year, the bike major has not only strengthened its financial position, but also its existing product portfolio by launching new bikes and smart branding initiatives. Facts themselves speak volumes – a growth of 12% in FY’09 (as against industry growth of 5%); 32.43% increase in net income (recorded at Rs.12.8 billion) and a 19.23% rise in net sales. Nearest competitor, Bajaj recorded a de-growth of 21% in the last fiscal.

They rolled out their first memorable campaign in 1985 for the inimitable CD100. “Fill it, Shut it, Forget it,” they said, and the whole nation chanted with them. Hero Honda and the brand it epitomises has come a long way since then. If creating a brand buzz is all about occupying every available mind space of the consumer, Hero Honda has certainly cracked the code. Right from Dhak Dhak Go to the communication that harped over its mileage power (where the boy drives all the way to wish his girlfriend ‘goodnight’), consumer insights have been the key for Hero Honda this last year. “The idea was born from the consumer insight that relationships get stronger when people get closer,” says Elvis Sequeira, VP & ECD, JWT Delhi, the agency that made the campaign. Money was also plowed into the brand. Just the new corporate brand tagline ‘Dhak Dhak Go’, flaunting eight celebrities in a music video, cost Hero Honda Rs.2.5 crore. The idea was to announce to the world that Hero Honda is now 25 years younger so that it appealed more to its target audience – the aspirational Indian youth.

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Source : IIPM Editorial, 2010.

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

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

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Savreen Gadhoke puts the big question to the man himself... How?

Evergreen entrepreneur C. K. Ranganathan has gone down in golden letters in way too many management books because of the manner in which he beat heavyweight multinats to become India’s sachet king. Now he is looking to shed CavinKare’s regional positioning to reach out to a pan-Indian urban audience.

The year 1983 was a watershed of sorts for the underdog. On one hand there was Captain Kapil Dev who took the sensational catch to dismiss the dangerous Viv Richards, taking underdog India closer towards its historic World Cup win at Lord’s; and on the other, there was Nirma, a local FMCG player that had only just begun to make deft inroads into the detergent powder market, which till then was considered the sole bastion of the all-powerful multinational Hindustan Levers and their popular detergent Surf. The brainchild of Karsanbhai Patel, Nirma completely revolutionised the detergent powder segment with its ingenious pricing and swept the lower end of the market. The battle between Levers and Nirma continued for two decades, but around the turn of the millennium, eventually the deep-pocketed MNC won. As per the Centre for Industrial and Economic Research (CIER), by Y2K Levers had overtaken Nirma in brand awareness in rural households with 88% penetration as compared to Nirma’s 56% penetration. Nirma had clearly lost out to its muscled multinat rival.

Not every domestic FMCG player suffered the same fate as Nirma though. Around the same time as Nirma was taking the winds out of Surf’s sail, another domestic FMCG company was upping its ante. By 1985, through a reverse merger with Vidogum Limited, Dabur (once a small time pharma company) became a public limited company. Over the years, Dabur successfully entered the healthcare, personal care and foods businesses taking some of the sheen off its MNC counterparts. Unlike Nirma, the Burmans of Dabur turned over the company to professionals in 1998 and reached the magical turnover of Rs.1,000 crore by the turn of the century, leaving behind its small beginnings forever. In segments like shampoo and juices today, the Rs.112 billion Dabur Group continues to give sleepless nights to multinats like HUL and PepsiCo respectively.

This brings us to India’s third home-grown FMCG company, CavinKare. Interestingly, CavinKare too has an inextricable association with events that took place in 1983. At a time when HUL was busy fighting Nirma in the detergent market, little did the MNC know that in a lesser known town (Cuddalore) in Tamil Nadu, a young entrepreneur had taken it upon himself to transform the nation’s shampoo market. With Rs.15,000 in hand, C. K. Ranganathan, now famously called India’s sachet king, launched his Chik shampoo sachets in 1983. Ranganathan did not have deep pockets and so distributors were reluctant to stock Chik Shampoo. So he thought ingeniously, approached bicycle hirers and inspired them to become entrepreneurs. Initially, Ranganathan collected a demand draft of only Rs.2,000 from these bicycle guys in lieu of handing over bags full of Chik shampoo sachets to sell in rural Tamil Nadu. But in no time the demand draft’s grew to Rs.5,000 and then Rs.10,000. By 1992, Chik Shampoo had become the market leader in South India’s shampoo market. By the time FMCG multinats got wind of the sachet revolution in the hinterland’s, Ranganathan had already swept the market.

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Source : IIPM Editorial, 2010.

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

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With over 90,000 members MHRIL is set for big move, but the road ahead is bumpy, says Neha Saraiya.

Nevertheless, you enjoy your holidays, that’s all they want...

“Yes, the land is under litigation. But we are staying crucial financially. As we think we have a very strong case in Munnar property and above all we are proud of our resort as it is the first resort that we had set up,” gushes an effervescent Ramesh Ramanathan, MD, Mahindra Holidays and Resorts India Ltd (MHRIL). (For those who don’t know much about the whole episode, on July 3, 2007 an order was passed by the Sub-Collector, District of Devikulam canceling the assignment of the Munnar land to the company stating “it as an agricultural land.”)

But then the days have changed, today MHRIL has a rock solid number of members, 91,997 (as on May 31, 2009), and the list is growing at a CAGR of 32%. What’s more interesting is that the same Munnar resort now contributes around 2.17% to the overall revenues of the company (FY ‘09).

However, what has done a wonder for this holidaying arm of the Anand Mahindra Group is its unique business model. The company has an integrated model, which takes care of all its operations – marketing, acquisition of land, servicing of clients, providing value added services, and resort operation et al – under one entity. Thus this mixed business model not only enables the company to tone down the cost of operations considerably, but also provides an edge when it comes to adoption of a change. Probably that’s the reason for which the recent downturn that left all major hospitality players in despair, could not dent MHRIL much.

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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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Others’ hifaazat may also spell success...

4Ps B&M: Can you elaborate on your rural strategy? What proportion does rural business account for in Bajaj Allianz Life Insurance?
AM: The rural business has its own challenges in terms of acquisition cost and service delivery mechanism. As per the regulators, certain amount of business has to be from rural areas each year and we have been achieving this every year.

4Ps B&M: What was the idea behind the ad campaign “Safety Hai to Sab Hero” and the Ghajini TVC? How has been the response so far?
AM: Both these call campaigns have helped get instant recall to the brand. Also these campaign have instant connect with the mass audience as they were very topical in nature.

4Ps B&M: What have you done during last six months in terms of your marketing and how has been the response to it?
AM: The last six month saw brand Bajaj Allianz being a highly visible brand. We have carried on a communication strategy to be highly visible and remembered. We are very happy with our improved brand recall. Bajaj Allianz today is a popular brand and features in the top 50 service brands. Recently Bajaj Allianz has unveiled its new campaign ‘Jiyo Befikar’. This is the first campaign by Bajaj Allianz that directly emphasises the brand and not the products they offer. It highlights Bajaj Allianz’s promise to give you Hifaazat (protection) by enhancing your financial opportunities and protecting you and your family from all risks. This campaign also incorporates the new tag line – Bajaj Allianz Insurance, ‘Jiyo Befikar’. This deliberate shift from functional communication to a more expressive communication based on real life situations, has been developed on the basis of various consumer insights and research. These insights clearly revealed that there is a need to create a much stronger connection with Bajaj Allianz’s target audience.

At Bajaj Allianz, we believe in staying by the consumers’ side at every stage of his life and this translates into our new positioning. The new brand television commercial conveys these emotions through real life situations of people living carefree because they are protected by their loved ones. Conceived by M&C Saatchi and shot by Dungarpur Films, this film’s lyrics have been composed by none other than Oscar winner Gulzar, while the music has been composed by Vishal Bharadwaj and the song is sung by Sukhwinder Singh.

4Ps B&M: What innovative products do you plan to come out with in the future?
AM: Bajaj Allianz has launched several innovative products keeping in mind the needs of the customers. Some of them are – Capital Shield, Protection Plus. We have recently launched a sub-brand for women and child products under the name – Miss Confident.

4Ps B&M: A host of banks and others have evinced keen interest in setting up insurance ventures. Do you think this will lead to overcrowding?
AM: The Indian market is huge enough to accommodate a number of players. India had over 220 insurance companies prior nationalisation in 1956. At that time due to lack of control and lax regulations the sector could not be monitored as it is now. More number of players would only benefit the consumers and at the same time puts the existing players on its toes to perform better.

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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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Kerela’s bucolic symmetary

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Brand: Kerela Tourism
Agency: Stark Communications

Be it for its backwaters, Ayurveda or Mohiniyattam, Kerela has invited tourists from across the globe for decades. These already favourable winds enabled the agency to come up with the God’s own country campaign in 2000. The tagline gave Kerela a life of its own. As the campaign gathered momentum, the number of tourists grew. In 2005, 3.45 lakh international and 59.46 lakh domestic tourists visited Kerela. Next, Kerala Tourism signed up ace cinematographer Santosh Sivan to direct its campaign. Not only did this one work wonders for the brand but also a few others (like the ‘Rain, rain, come again’ print ad) which wooed potential tourists in certain West Asian countries

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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).

For More IIPM Info, Visit below mentioned IIPM articles.
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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).

For More IIPM Info, Visit below mentioned IIPM articles.
1500-plus IIPM students placed across the country with 44 bagging international offers
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Politics

1500-plus IIPM students placed across the country with 44 bagging international offers

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM set to beat economic slowdown
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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.

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.
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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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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Most Global CEOs

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Historical data proves that hi-profile managers have always poured into regions where capital flowed into. It thus comes as a no surprise that the 19th & 20th century witnessed most global CEOs hailing from Europe or North America or even Japan as MNCs established their centres in these regions. But this is the 21st century, and a time when you’d increasingly see more and more global leaders from developing economies like India or China or even Indonesia or Malaysia. So why in heavens did Dr. Srikant Datar think of Indians becoming global CEOs as being controversial? Was it because his own ‘Indian’ candidature might be perceived as being, uhh, controversial? “Talk to me after one year!” was all he cryptically commented to us. Sir, in one year, even the US President could be an Indian... Alright, perhaps not! But surely, many more Indians would be leading Fortune500 corporations! Sir, that is going to be the ubiquitous story of an Indian CEO, like it or not!

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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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