Monday, October 25, 2010

WHAT’S BUZZING THE BUZZ?!

The latest product and gadget launches that garnered the biggest brownie points with respect to the interest they generated in the market

SWATCH JAQUET DROZ

TECHNICAL SPECIFICATIONS:
• Minutes counter
• Price: Rs. 4,30,000/-
IT’S A WATCH; IT’S A SWATCH: Onyx as a stone has always been admired by expert dial-makers for ages. The magical allure of Onyx is captured by Jaquet Droz in the Grand Heure Minute Onyx for the first time. The minutes counter, off-centered at 9 o’clock and a bright gleam of steel add to the panache. Yet, it still boasts of the essential aesthetics in the product, and shows time too!


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).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

Monday, October 18, 2010

BIG LEAGUE OR NO LEAGUE

Moving up the value chain has been an aspiration for Indian IT brands for quite sometime now. Now it may well be deemed an unavoidable necessity!

In the 2006-08 phase, Wipro, TCS, HCL and Infosys brought their BPO units into the parent company in order to go after deals with IT and BPO components (the same reason why TCS and Wipro picked up Citi’s assets). But as Sahni of IDC Asia Pacific says, “Indian IT SPs are not as competitive as their global counterparts for business consulting services. Indian IT SPs can provide advisory services as it links to IT operations and vertical specific solutions. However, in the true sense of business consulting i.e. People and Change Management, Corporate Strategy, Branding and Marketing, it doesn’t make sense for Indian IT SPs to enter that realm.” The best Indian IT firms can therefore do is to hire business consultants and leverage on their IT expertise. Two opportunities are hot property for Indian firms over the next few years in this regard. The first is the IFRS implementation, which is going to give them big business across major markets, barring the US (still continuing on GAAP). However, Europe, China, Japan, Australia et al, are gold mines in this regard, as some 60-70% of IFRS implementation is IT. The other big gold mine is intelligent ERP, the reason why HCL went all out to take over Axon.

Then there is the aspect of going deep into specific verticals. Financial services was a mainstay of major Indian IT companies till the recent recession taught them valuable lessons on the same. Now it has become important to diversify and Indian companies are adapting their models to cope. As an Indian IT analyst says, “In terms of deal innovation, Indian players are catching up with global leaders such as IBM and they are learning how to effectively use price innovation and business outcomes based models for winning contracts (eg TCS with Indian Passports Office). Creating a business model around this is complicated and a closely guarded ‘trade-secret’ as each vendor has their own pricing philosophy which is at the core of their sales and client engagement strategy.” Talent related to domain specialization is also getting increasingly sought after. Ravi Shankar, Senior VP and HR Head, India Operations, HCL, explains, “Domain-related specialisation is needed, for instance, in retail and banking (since the IT sector divides itself based on industry verticals). IT industry has always struggled to find domain specialisation.”

It is also important to gain larger deal sizes, in order to break the linear relationship between manpower and revenues. Chakraborti cites an example, “Not more than 3-4 companies are in fact billing more than $300 million deals. When deals become large, you don’t have to put an apple to apple kind of manpower addition. If 50 people are needed for a $30 million deal, that doesn’t mean you need 500 people for a $300 million deal. You may just have to put 150. So realisations are much better.”


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).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

Saturday, October 16, 2010

THE CREATIVITY ABNORMALITY

Despite being populated with innumerous product categories, the Indian FMCG sector has invested dramatically in promoting creativity to ensure a distinct brand imagery that has broken the clutter

“How can FMCG product categories create a unique brand promise when they are promising the exact same thing to the consumers?” questions Neeta Walia, Director, Brand Talk. “But they can certainly communicate it differently so as to create a distinct brand image in the minds of the consumer,” she adds.

Most FMCG products are low-involvement products and are required by consumers on a day-to-day basis. The buying pattern is more habit-led as compared to high-involvement products whose purchase requires more research. And hence, within a 30-second spot on TV, the advertiser previously was more concerned about communicating the functional benefits of the product, which left a minimal scope for creativity and therefore led to a fatigue in advertising. However, since creating a unique brand promise was/is difficult (considering that most of the products in one category provide more or less similar functional benefits), advertisers since then have gone radically ahead and created unique brand imagery, in fact moving away from the actual qualities of the product.

Take the case of Tata Tea’s Jaago Re! campaign. The Indian tea market has been predominantly captured by HUL with its brands Brooke Bond, Red label, Taj Mahal and Taaza. In an endeavour to replace HUL from its leadership position in the tea category, Tata Tea launched a disruptive insight and generated the big idea in the form of ‘Jaago Re!’ deduced from a research of young Indians over their perception of ‘waking up’ – considering that tea is essentially a wake up drink. A breakthrough integrated communication strategy helped Tata Tea’s volume share grew by 2.5% over HUL’s entire tea portfolio with over 50% market share in each of its variants. A recent ad by Emami for Boroplus decided against using the cliched style of communicating soft and beautiful skin and instead cast men who fall short of words to describe the skin of women in their lives and metaphorically (by comparing the skin to flower petals) explain their emotions.

Re-positioning of products has also led to the creation of some creative masterpieces, the classic example being the re-positioning of Perfetti Van Melle India’s Happydent chewing gum. First launched as a teeth whitening chewing gum, the product positioning failed miserably as Indians could not accept the brand. The product was then re-launched and re-positioned with the breakthrough commercials such as the Photographer Flash and the Palace ads. The Happydent Palace ad went on to win EFFIES Gold in 2007. In fact, a cursory glance at the winners of EFFIES in the last 2-3 years reveals that FMCG product categories have invariably ruled the charts. In 2009, as many as 10 Consumer Products won EFFIES – the maximum in all other product categories.


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).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India