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Monday, November 22, 2010

It Pays to Unbelong

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West’s shifting of the goalpost on Iran and its disregard for the Turkey-Brazil brokered Nuclear Swap deal has jeopardised the legitimacy of the UNSC, says Saurabh Kumar Shahi
SAURABH KUMAR SHAHI

Just a week before the Turkey-Brazil brokered Nuclear Swap deal, I, like many other Iran watchers, was pretty optimistic about its outcome. We had info that the deal will cover all the aspects of the previous deal that the West offered last October. However, a European diplomat friend of mine pricked my confidence just a night prior to the announcement. Casually, he put forward a question which I was not prepared for. “What if we shift the goalpost?” he said, with a smirk on his face. I did not take it just as another bout of cynicism which many diplomats suffer from. I, at least, was sure what fate awaits the deal. As the week unfolded, both I, and over and above, my diplomat friend, were right.

As it happened, the US had yet again shifted the goalpost on Iran in order to warrant that the face-off wasn't resolved even with Iran’s concession on the Uranium swap deal. And also, by doing so, the US has abandoned its own Uranium swap deal bid. Now, this should come as no revelation since experts have long maintained that Uncle Sam's present stance, like its earlier stands, was purely intended to drag out the confrontation rather than resolve it. The matter is now pretty clear: the US still persists on zero enrichment in Iran, a presumably unattainable touchstone proposed to avert a resolution.

Several of the pro-western analysts decrying Turkey-Brazil Swap deal--popularly called Tehran Research Reactor (TRR) deal--are harping on the fact that Iran never stopped producing enriched uranium since the Americans put forward the first version in October last year. This, according to them, means that albeit some of the low enriched uranium goes to Turkey, “the residual would be adequate to produce a theoretical nuclear weapon if Iran ever wished to exercise Article X of the NPT and broke out of the NPT regime. This analysis, nonetheless, completely discounts the fact that the initial offer by the US never reflected that Iran should stop enrichment. So, discontinuing the enrichment was by no means a part of the bargain. “Actually, this aspect was the real disclosure of the initial proposal, for it was broadly understood as an implicit US acceptance of Iran’s right to enrich Uranium. It was, in effect, LEU generated at Natanz that was to be swapped over for new fuel cells,” says noted Iranian watcher and proliferation expert Cyrus Safdari, while talking to TSI. Moreover, the alarm of Tehran achieving “breakout capacity” is hogwash and relies merely on pretexts as, technically speaking, any nation with a nuclear programme could hypothetically produce bombs. Going by the IAEA’s own assessment, presently 42 nations can swiftly make nukes if they so desired, which essentially means that it is not an Iran specific issue. On the posturing front, the regime in Washington has suffered a credibility setback of biblical proportions. Therefore, understandably, the US is acting swiftly to reclaim the initiative and summon up the impetus. And to do that, Washington will need not merely to unravel the deal, but essentially discredit the whole idea of parley and negotiations with Tehran. However, above all, the regime will do whatever possible to badly humiliate Turkey and Brazil and show them their “right place”.

“Two confident and growing economic powers, from what the world once referred to as the ‘Third World’, have now asserted critical political sway on a prestigious global security question. Turkey and Brazil, thus, have signalled that Washington can no more unilaterally characterise conditions for managing such matters,” says Flynt Leverett, noted Washington based Iran analyst, while talking to TSI.

Therefore, the unfolding excitement of the deal and the knee-jerk reaction of the Obama regime to quickly move a draft sanctions resolution in the United Nations Security Council will have long-term consequences on the texture of international relations. For those who still question the viability or the possibility of the post-American world, the deal is a wake-up call.

Also, by countering Brazil and Turkey’s astonishing diplomatic coup by an egotistical show of the Big-5’s power, the Obama regime has taken an itinerary that could not only inflict serious damage on America’s reputation but also on the legitimacy of the Security Council itself. It Pays to Unbelong And as coming weeks will unfold, getting the P-5 to see a common ground on a considerably diluted and deficient draft resolution in UNSC is far easier than managing the mandatory nine assenting votes to pass it. In all probability, even though Washington is able to hammer in new rounds of sanctions through an extremely fractured and divided Security Council, the initiative will profoundly damage its credibility. By now, Turkish Prime Minister Erdogan has already started questioning the UNSC’s “credibility” to resolve Iranian impasse. And if the US torpedoes the TRR deal before giving it a chance, as it will do in all probability, expect Turkey and Brazil to dent UNSC’s legitimacy with a generous help from “non-aligned” nations. As it happens, NAM is not dead as of yet.

So, Secretary of State Hillary Clinton’s announcement of the text of new draft of sanctions before even officially going through the nitty-gritty of the TRR deal reflects extensive disrespect, to say the least, for Brazilian and Turkish diplomatic pains. But what has the US achieved? Merely a watered down text.

To bring the Russians and the Chinese on the table, the US had to drop any idea of a prohibition on fresh ventures or other ideas that could have hampered Iran’s capability to generate and export hydrocarbons.

Secondly, Washington, on the insistence of Jewish lobbies, had asked for a wide-ranging, all-inclusive stoppage on arms sales to Iran, but it will have to be content with restrictions on sales of a few definite types of weaponries. It had also asked for a complete embargo on fiscal transactions with the Revolutionary Guards and its subsidiary entities. However, it settled for the enforcement of earlier endorsed asset freeze and movement curb to specific elements from Guards’ ranks.

Clearly, with a masterstroke, Turkey and Brazil have changed the rules of the engagement in particular and the game in general. Rami Khouri, a Middle East expert based in Beirut sums it up well. “Iran and Turkey symbolise something new and potentially momentous in the region: Muslim-majority nations that are politically poised and have guts to stand up to the US and Israel. Washington and Tel Aviv stay perplexed on how to deal with such a phenomenon.”

Now, a deservingly short comment on Indian foreign policy. While we harp on the same string of being the next superpower, Turkey and Brazil, political non-entities till not very long ago, stole the show from under our nose. In Tehran, our position as a lackey Third World nation was reinforced. That Ali Ardashir Larijani gave 20 minutes to S M Krishna after literal pleadings reflects our stature in the region.

Given the hyperbole our media and MEA indulge in, it should have been India that brokered the deal. Krishna, on his part, later came up with obtuse-sounding and ad nauseam repeated maxim of every-nation-has-the-right-to-see-its-interests, but he, his entourage, and his maxim all appeared to be completely out of sync and out of place.

It is not surprising that Iranian experts consider India’s recent overtures to Iran as merely a bargain-chip for India’s relation vis-à-vis America. Krishna’s, probably insincere, reaction got a second page mention in Tehran Times and, god forbid, third page snippets in Iran Daily. That explains everything.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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Thursday, February 19, 2009

CARTELS ARE BACK


More worrisome is the fact that the ‘alliance’ is sure to set a precedent for other sectors to follow suit, especially where a few choice players command a large chunk of market share. India’s growing telecom sector is sitting duck for a replay of such monopolistic tendencies. Leading GSM players like Bharti Airtel, Vodafone and Idea Cellular have even come under the MRTP scanner for allegedly colluding to raise tariffs. All three had simultaneously raised tariffs for STD, local calls, SMS and value-added services on a specific plan in August 2007. MRTPC suspected cartelisation in the sector and took suo moto cognizance that the three big telecom firms maybe distorting competition in the market.

Pradeep Mehta, Secretary General, CUTS International, believes that most cartels work under the guise of trade associations and points out that in some cases abroad, even trade associations have been charged for aid and abetting collusion. “Airlines, telcos, even banks (setting of bank charges and interest rates on savings accounts) have come under the scanner for cartelisation in India,” he adds.

Given that the three GSM players have now even come together to set up an independent tower company (Indus Towers), to boost their existing backend infrastructure, what stops them from let’s say discussing a call tariffs raise, apart from the nitty-gritty’s of the infrastructure business, over a cup of coffee. “I’m not against having alliances and agreements between competitors. But they should be at an arm’s length, purely on commercial terms. Tomorrow Airtel and Vodafone may have an agreement (eventually upping prices), saying our infrastructure cost is high,” avers Narula.

In any case, detecting and predicting cartels is always difficult, primarily because cartels are formed in secret between consenting competitors. The presence of cartels has always been an alleged reality in input commodities (cement, steel, trucking, tyres etc). For example, just over the last one year, cement prices have increased by around 15%, fanning suspicions of the presence of cartels. MRTPC even issued notices to 14 cement firms, including Grasim, ACC and Ultratech. The phenomenon becomes crucial especially given the huge proposed investments in infrastructure and construction. So while demand for cement may go up in the near future, cartels will ensure that proposed expansion may be sabotaged by artificial shortage. Another case in point is that of 5-Star Hotels and their obscenely high but surprisingly similar tariffs for foreign visitors. Where is the supposed competition?

Cartels are being hauled up every few days by regulatory commissions around the world. It is perhaps even more difficult to counter dominant players abusing their preeminence through their monopoly. In fact, recently the European Commission has levied its first ever and biggest fine of $1.4 billion on Microsoft for non-compliance of its order, which required the IT behemoth to disclose “complete and accurate” technical information enabling competitors to develop products compatible with its patented Windows system. Microsoft dithered and was slapped with the fine.

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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, January 20, 2009

Hey... Even that is not yielding desired results


IIPM : EXECUTIVE EDUCATION

In fact, since the worst sufferers of the recession have been financial service companies, the category as a whole has cut back their ad spends by more than 27%, and the back is led by credit card and insurance marketers specifically. American International Group (AIG) which spent $118.7 million in 2007 and $64 million in the first half of 2008 on advertising, has announced that it will pull its corporate advertising for the remainder of the year (interestingly the call off will save them 0.1% of the $85 billion bridge loan from Paulson, Bernanke & co.). What’s more, if the Citi-Wachovia deal does not work out, the former will apparently hold back $542 million of its ad spend. Simply glance at Table I on pg. 30 and you’ll realise that the advertising sentiment is on a downswing across sectors in the great American market. Procter & Gamble – America’s biggest ad spender by far has cut its ad expenses from $1,613 billion in 2007 to $1,490 in 2008; AT&T jogged down its ad ex from $1,113 to $940 in the same period. Clearly, the pants of every big American brand are on fire and they are rushing to Madison Avenue and slashing ad budgets to douse the flames.

Good news however is ‘round the corner. Takeover giants like Barclays Plc (which has picked up stake in Lehman Brothers), Bank of America (Merrill Lynch) and JP Morgan Chase (Bear Sterns and Washington Mutual) are expected to step up their advertising expenses to educate their new customer base, given that all the fallen giants have now opted to move into traditional commercial banking too. In fact, given their falling popularity and consumer confidence level, advertising and building back their brand equity is perhaps the only survival mantra left for them to explore.

Increasing ad spends during recession time can be a good thing says David Haigh, CEO, Brand Finance. He believes that well managed brands now recognise that cutting advertising and marketing spend in recession results in market share loss as the economy recovers. “Whether in traditional or new media the power of advertising remains strong. Companies maintaining and increasing their ad spend despite recession have grown both enterprise and brand value significantly and vice versa,” he points out. Clearly, for American behemoths who want to increase their share of the overall market pie, it is indeed the best of times and perhaps also the worst of times! Charles Dickens would surely be smiling benignly from up there!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
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IIPM’s 36th Glorious Year of Academic Excellence


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Thursday, January 15, 2009

“Technology can convert a window shoper into real shopper”


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What role does technology play in the retail industry?
Technology is important in every industry, but in the retail industry it has its own significance. Retail is all about consumers, where buyer needs the right information at the time of purchase and that’s possible only with the proper technology in place. Moreover, technology enhances the impulse buying behaviour of the consumer very radically. Interestingly, technology has the power to convert a window-shopper into a real-shopper.

What is your company doing for the retail industry on the technology front?
We started in the year 2000, by providing the digital signage technology to the industry and as the time passed by, we went more inside the industry. Today, we are very much into the industry & providing many new technologies to the industry. The future really lies in wireless technology for the retail industry.

Where does technology play a vital role in the retail industry, back-end or front-end?
Technology is equally important in both. While technology in the back-end sends information across from back-end to the front end, at the front-end it helps in retaining information and passing it on to the consumer.

India has already seen a wave of retail growth in the urban parts of the country and market experts are now expecting the same in rural India. Do you agree?
Certainly yes! And it’s because of the simple reason that if you notice the efficient broadband usage happening in the rural part of the country, there is definitely a tremendous scope for retail to grow in rural India. However, there’s a need to make the rural customer aware of the same message that has already been given to urban consumer and technology is very well capable in doing the same.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, January 09, 2009

HE'S GOT THE 'ZEEL'


IIPM’s 36th Glorious Year of Academic Excellence

You won’t find TV sets & newspapers flooded with his pics, for he believes in keeping a low media profile. Punit Goenka shares Zee’s future strategies with Pallavi Srivastava

Often theorists accuse second generation entrepreneurs in India to be wealth destroyers. But media shy Punit Goenka, son of Zee honcho Subhash Chandra, is an exception. Ever since he joined the group’s entertainment bandwagon (Zee Entertainment Enterprises Limited - ZEEL) a few years ago, his mere presence has put the media conglomerate on a growth trajectory. What makes Goenka tick and what’s next on his agenda? To find out more, let’s dive straight into this interview with the ZEEL CEO. Up close and personal, he reveals all... or most of it anyway :-)

When you first joined the Essel Group way back in 1995, what was on your mind?
I came with just one thought in my mind that there is nothing to lose and there is only one way to go and that was upwards.

What has helped Zee TV get its feet back in the channel race?
The factor that enabled Zee TV to come back was that we connected strongly with the viewers. My mandate is to have a world-class organisation and a leader in the media and entertainment genre. Our subscription revenue continues to grow at approximately 25% year-on-year. Advertising revenue will also grow significantly and we will continue to grow more than the industry growth.

What will be the strategic thrust at ZEEL for the next few years?
The priority area for ZEEL in the coming times will be the movie business; children’s genre – be it content creation, licensing and merchandising or other similar initiatives; niche content and enhancing the current portfolio of Zee Group on television.

What are your plans for the movie production business of the group?
We will constantly evaluate all the proposals that come our way. Be it for the crossover films, niche films or experimental films, we will continue to evaluate everything. However, I know the film market in India the best and that is where our focus will be, to start with. We will be producing a complete package of films – be it big-budget films or otherwise. We will also try to de-risk the model as much as we can. There are already eight to nine films that are under production.

Are you looking at any PE investment for your film production and distribution business?
We have the approval of $200 million to be spent over the next three years on this. But the capital structure is not final yet. Going to AIM, London is also an option. But how much will we raise from there and what will be our contribution to it are some of the details that are currently under consideration.

What are your strategies for your existing portfolio on television?
We are putting continuous effort to improve and enhance our current portfolio on TV. We will be No.1 or strong No.2 in all the categories where we are present. There will be a lot of new programming initiatives on Zee TV. I confess, some of the earlier programming initiatives like Rock-N-Roll Family on Zee TV did not get the necessary ratings. But we are constantly striving to create content for the channel. The hugely popular show – SaReGaMaPa – is now back on Zee TV after a much-deserved break. We are very excited about it.

What are your plans for niche content production on the television?
We are currently evaluating the production of niche content for our television business. I have got the approval of the board to launch a Golf Channel. It will be named TEN Golf. We will launch it in next two months.

How will the current slowdown of the Indian economy affect the media industry?
In case of a slowdown or a recession, the media industry always witnesses an upturn at least in the short term and mid term. It is bound to happen. In fact, it has already started with key sectors like telecom, DTH, et al, spending heavily in media. The reason is simple, when the economy is slowing down people try to sell their products harder. There is a lag period currently, if within an year’s time things turn around nobody wants to wait till then. This always happens in the beginning of a slowdown.

What is the best professional advice that you have gotten so far?
The best advice that I have got in this media business so far is that it’s far better to be profitable than to be playing the channels share games. Therefore focus on the market and focus on the investment, which you can encash. Blindly spending money won’t help anybody. This valuable piece of advice, which has helped me a lot was given by my father.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, January 06, 2009

4Ps B&M’s Pawan Chabra analyses why ‘Fly’ clicks...


IIPM : EXECUTIVE EDUCATION

What really makes a new brand take-off in a market, is it the unique brand positioning or brand equity? 4Ps B&M’s Pawan Chabra analyses why ‘Fly’ clicks...

In the concept of branding, brand association is perhaps one of the most important components worth considering. They say that if the consumer doesn’t know or trust your brand, he will simply not buy it. With a total disrespect for this often stated branding principle, one mobile handset brand has emerged from the ashes of oblivion and has suddenly rendered every thing taught at traditional branding schools, irrelevant.

Launched in June 2006, Fly (the flagship brand of Meridian Telecom) currently holds around 6% market share in the GSM handset market. With a turnover of around Rs.210 crore in the last financial year, this handset maker is aiming to touch Rs.800-1,000 crore by the end of this financial year. As its USP, Fly is known to come out with spectacularly sleek designs at affordable prices. Its unique positioning has made this brand very recognisable by the Indian consumer and its market share is being rapidly gained. “The USP of Fly is that, we follow a very selective approach towards the selection of handsets,” asserts Rajiv Khanna, CEO, Fly Mobile. Fly is primarily focusing upon the in-store branding exercise and its apparently paying off well. According to Khanna, “The company spends huge money on the in-store advertising just because of a simple reason that a buying decision is made inside the shop.” Fly strategists believe in fighting it out where the real action lies, rather than secondary mediums like the idiot box. Fly aims at attaining a market share of over 6.5% - 7% by the end of this financial year.

However, keeping in mind the immense competition in the handset market (both from branded and unbranded handset front) reaching the aimed targets will not be a cake-walk for sure. As per the industry experts, more players are expected to hit the Indian market in the coming times and the market will eventually turn out to be more competitive than ever before. Also, the existing players are quick to bombard the market with the latest handsets, which are high on brag value. Keeping the current dynamics in mind, Fly will have to do a lot of hard-work on paper as well as on the field. Interestingly, in order to side up a sizable business from jointly branded products, the company plans to come up with more handsets with aspirational tags like Tag Heuer, Levi’s and Yamaha in the coming times.

On a positive note though, according to some experts, Fly may actually survive the onslaught of other dominant players simply because of its unique distribution model other than its marketing and branding exercises. Fly hired around 1,000 employees some time back for distribution of its handsets, eliminating the middle men and is now directly in touch with the retailers. “We have a one of its kind distribution model as we know the retailers personally,” states Khanna. Moreover, campaigns like ‘Think Slim’ and ‘Wear it how you like it’ have made this brand from an- also runner - to a -well-known brand- in the Indian market. Carefully chosen brand ambassadors (Malaika Arora Khan and Ishant Sharma) deliver the core values of the company to woo the Indian consumers and the strategy has proved to be well thought out.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM’s 36th Glorious Year of Academic Excellence
IIPM, GURGAON
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, December 31, 2008

Elections 2009 Let the BATTLE of Brands begin...


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Even as you read this, stark aerial images of Barack Obama accepting his Presidential Nomination in front of an ecstatic audience of more than 75,000 at the Democratic Convention in Denver, will have already flashed on your TV screens and will predictably be imprinted on your memories, at least for the foreseeable future. As the world’s most watched and anticipated elections moves into the fall, global networks have begun shelling out the moolah – reportedly, CNN alone spent close to $1,00,000 to get that roof-top skycam shot of the convention stadium – to compete for viewers. After Obama’s address, the eye of the news eagles is now on St. Paul, where hawk McCain is gearing up to accept the Republican nomination this week. Although, figures are not out as yet, punters say that Obama and McCain’s speeches are likely to have more viewers hooked to channels than Kerry and Bush’s acceptance speeches in 2004. John Kerry’s acceptance speech had notched 24.2 million viewers, while Bush’s drew a huge 27.5 million. So, when Fox News anchor Shepard Smith now says that conventions are “one ginormous infomercial,” he’s obviously referring to the fact that ratings are hitting the roof and US elections ‘08 are already becoming a must-see on TV.

The writing is on the wall for all to see. Big bucks, bright B-school grads and the media marathon are turning elections into a mega-marketed gala-event, which would possibly make Abraham Lincoln turn in his grave. Once citadels of ideology, dogma and rhetoric, political parties are now turning to hi-tech, sophisticated marketing manoeuvers to lure the voter into their camp. So huge is the hype that global advertising giant WPP likens US elections to Beijing Olympics, insinuating that the spending behind the two events should “continue to boost its 2008 revenues.”

The ongoing media boom, led by news hungry channels is changing the way elections are fought and won, at least in public eye. No longer are voters willing to give a passé to any gaffes from Obama or McCain – everything from the way they speak, dress, behave or even make mistakes - is heard, recorded and repeat telecasted on major networks, allowing voters to either snigger or sympathise (as per their leanings).

According to Archie Norman, former chief executive of the Conservative Party: “Parties win elections by formulating a product that is too attractive.” And every inch of the respective Democrat and Republican machinery, for the moment, is engaged in either pushing forth the young, enthusiastic, concerned about the rising cost of healthcare Obama product or the seasoned, well-versed in military and foreign policy tactics McCain product as the most attractive product proposition in the home stretch for the new White House occupant.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, December 08, 2008

Word of mouth


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On another front of marketing, the company is confident that word of mouth would get a lot of potential customers hooked onto its service. Word of mouth, Netcore claims, has helped establish one of the other services they offer, MyToday.com, a site that provides daily ‘free’ alerts to people who have subscribed to it, on areas that might interest them. Netcore emphasises that it is not just another ‘alert’ service but a ‘channel’ feed. “If you say that you are running an SMS alert service, you are looked at very differently vis-à-vis when the moment you say that you are running a news channel or, say, a Sensex channel, as you start a getting a lot of hygiene factors of running a media channel on a mobile,” avers Netcore CEO Saxena. And how does Netcore earn on a free service? That’s quite simple; through advertising! But again, that’s easier said than done, as advertising rates need not be spectacularly high, or even average. But where Netcore is attempting to score is not just via advertising on the site, but through the concept of mobile marketing [read Proefssor Rajita Chauduri’s article in the issue, The Last Word], where, by utilising a captive customer base, many products and services can be promoted using the SMS platform.

The company believes that unlike other media like print, radio or television etc, mobile is a more personal medium, which remains with the person for a considerable amount of time. Furthermore, marketing using the SMS platform allows any company to contact the individual ‘individually’ and not through a mass promotion campaign.

According to Netcore, they already have more than 80 advertisers in their kitty within a year of operations; and about 30-40% of the advertisers with the company prefer to advertise on a regular basis. “A lot of awareness and response-driven SMSs are promoted through this way of advertising,” shares Rohit Kaul, Vice President, Ad-Sales, Netcore Solutions. The SMS alert system is not just a hit with the advertisers but also with a whopping 3.5 million subscribers who have already subscribed to the feeds from the house of Mytoday.com. The company claims that it is packaging out a mind numbing 1 crore SMS messages daily to its subscribers, where ‘News’ is the most popular channel feed amongst the Indian subscribers.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, June 27, 2008

Home delivery segment still dominated

And isn’t the home delivery segment still dominated by Domino’s? Say that and pat comes Niren’s reply. “Brand is successful when you make choices and sacrifices. We chose to be in the restaurant segment and we really wanted to be an outstanding restaurant player with an USP in ‘eatertainment’.” Neither is the gracious and charming MD deterred by new players, believing that the Indian market has enough potential to accommodate all. Nevertheless, it is a reality that the company’s promotional and branding activities have mostly rotated around Pizza Hut, while KFC stands royally ignored, even during this second Indian innings. But Niren says that will soon change and the company has big expansion plans lined up, which requires intensive involvement of all his people. “As a leader, it is my responsibility to ensure changes and the process starts from me. I think leadership begins with change in yourself; it’s the responsibility of the leader to move all employees in the right direction,”he says. So, these days, Niren is busy ensuring full participation from employees in any decision making activity, convinced that it will result in enhanced employee involvement.

And no, despite his obvious zeal and enthusiasm, this one’s no pushover for work. He strikes a fine balance between work and personal space. “Be fully present, wherever you are. We have so many roles to play apart from our jobs, like a father, a son, a husband and so on,” says this father of two. He also manages time for his passion – music – and enjoys cooking too. No wonder he’s in the business of pizzas and fast food. So what’s next: “My best is yet to come, as I have to contribute more and create a culture of trust between our brand and the consumer. Our mission is to make ‘yum’ relevant to billions of Indians. We want to enlighten consumers with our brands and will be the number one restaurant business in all categories,” avers Niren, as he signs off!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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



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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

An alumnus from the prestigious St. Stephen’s College

Restaurants. An alumnus from the prestigious St. Stephen’s College (Delhi University), Niren did his MBA from the Faculty of Management Studies and even had a stint with Tata Administrative Service, before joining the yummy brigade over a decade ago. In fact, before Niren was deputed by Yum! Restaurants on mission India, he served in various capacities with the restaurant major in Netherlands and Germany, where he served as General Manager, KFC. “I feel privileged to have been with a company like Yum! in various countries and various cultures. Of course, the European market is very different from Indian market. But still the knowledge that I gained from working with KFC in Germany or any other country has helped a lot in setting the groundwork for Indian operations. We were one of the pioneers among the global brands to enter India,” Chauhary told 4Ps B&M. Yum! forayed onto the Indian platter in 1996 with two of its flagship brands KFC and Pizza Hut. But that was the year when other global rivals in the QSR domain (read: Domino’s and McDonald’s) also ventured in the country. Competition for a slice of the taste buds was furious and intense. Consequently, Big Mac with its Indianised menu and ‘easy on the pocket’ products stole the show, while KFC and Pizza Hut were left being perceived as high priced chains and missed out on the initial fast food brouhaha in the country. Soon KFC had to even bid adieu to Indian soil. “We made certain mistakes and we had our lessons to learn,” reminisces Niren. Pizza Hut however stayed put and as Yum! Restaurants gradually blended the pizza chain’s value proposition with Indian market realities - made its products relevant to Indian consumers and localized its offerings - things started looking up. “We soon became the leader in the pizza segment in India and then in 2005 we again re-introduced KFC,” explains Niren. Today with sales in Pizza Hut zooming by 50%, boasting an overall market share of 30%; and with 134 Pizza Hut outlets and 27 KFC spread across 134 cities and 9 cities (respectively), Yum! is indeed having yummy times in India. But now, competition of a different type is on the anvil, from new kids on the Indian block (read Burger King); who have lined up to play their part in the India story.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

When biz goes yummy!

Our first sight of him came when he was fussing nonstop over seating arrangements for a few especially invited guests at a crowded Pizza Hut outlet in the capital. The occasion was designed to launch Pizza Hut’s (ongoing) World Food Fest and throw open an all new menu, with yummy dishes from Lebanon, China, Mexico, Russia, France, the US and India. Playing the perfect host, Niren Chaudhary, MD, Yum! Resturants was in his element, displaying his charming demeanour, organisational skills and attention to detail, to perfection. An ideal match indeed for a company
that has a multi-brand foray into both, the service industry and the retail biz! If the way to a man’s heart is through his stomach; the global QSR giant –Yum! Restaurants International has managed to weave its way into the heart of the entire world with its staggering 34,000 restaurants spread over 100 cities. Its popular food chains include KFC (Kentucky Fried Chicken), Pizza Hut and Taco Bells; of which the former two are making gastronomic waves in India, under the leadership of Niren Chaudhary, head of Indian operations of Yum!


For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008 ,An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.