Showing posts with label 4Ps Business and Marketing. Show all posts
Showing posts with label 4Ps Business and Marketing. Show all posts

Monday, September 09, 2013

Work for money is no child’s play - IIPM Editorial

Mohan alias Chotu, a 15-year-old boy leaves home every morning like any other child of his age. He carries a lunch box and is rushing to make it in time; he fears punishment. Slightly less than 5 ft, Chotu in his half-pants and a pale sleeveless shirt – which fails to hide his malnourished structure – pauses before a school and then restarts for his destination, a bangle factory.
The rest stays inside the tall doors. Time and again, experts have debated the ‘key focus areas’ in order to eradicate child labour. Many state that poor economic conditions have led to a rational family strategy to send children to work and as their income increased, child labour decreased. But a contrasting explanation comes from Myron Weiner. He figures out in his study, ‘The Child and the State in India: Child Labor and Education Policy in Comparative Perspective’, that the answer lies in making primary education compulsory.

However, the unpleasant truth in India and many parts of the globe is that poverty, economic backwardness and illiteracy have robbed millions of children of their ‘basic rights’ that includes the right to education. India, though, has implemented the Right to Education Act, which provides for free and compulsory education, the bigger challenge remains to motivate children – who are already contributing to their family’s income – to pursue studies and excel. Thus, child labour negatively impacts their learning and future prospects. Besides, such children are frequent victims of maltreatment, physical and psychological abuse by their supervisors and even their family members.

Traditionally increase in child labour has been attributed to industrialisation, but this adverse practice has been there during pre-indutrialisation period too. However, it was only much later that it began to be linked with exploitation. Click here to read more...

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Friday, July 26, 2013

The history of industrial relations in India dates back to pre independence and since then, it has gone through stages of evolution, both good and bad

The formation of the Bombay Mill Hands Association in 1890 can be called the starting point of the Indian labour movement, though it was not a trade union per se. The association aimed at bringing to the notice of government the grievances of the textile workers in Bombay. Taking a cue from this, a series of strikes followed all over India in the next few years:
? A strike by workers, anticipating wage cut, in three mills owned by K. M. Heeramaneck & Co.
? The first officially recorded strike in Ahmedabad took place in 1895 where workers of Ahmedabad Mill Owners’ Association protested against the introduction of fortnightly payment of wages instead of weekly wages.
? Budge Budge jute mills near Calcutta was closed for six weeks in 1895 and then for eight days in June 1896, though unsuccessful both times.
? Weavers in Bombay went on a strike in 1897 over discontinuance of daily payment of wages and reversion of old system of monthly wages.
? Signalling staff of GIP railways (central railways) went on a strike on May 6, 1899 demanding duty hours to be changed, increase in wages and non-discrimination between Indian and European employees.
? With introduction of electric light and proposition of extended working hours, there were strikes in 1905 in textile mills of Bombay.
? In August 1906, workers of British Clive Jute Mills went on a strike demanding better working conditions and protesting against humiliating behaviour of the management.
? The workers of Jacob Sasson Mills refused to report to work in February 1908, asking for increase in wages.

Thursday, March 14, 2013

It is imperative for teachers to be trained explicitly in the areas of moral development and value education

In another study on teacher training, teacher quality and student achievement, Douglas N. Harris (University of Misconsin-Madison) and Tim R. Sass (Florida State University) try to understand ways in which training affects the ability of teachers to promote student learning. Their findings suggest that experience greatly enhances the productivity of elementary- and middle- school teachers, and that advanced degrees are uncorrelated with the productivity of elementary schools teachers.

The use and application of technology is critical for success of teacher T&D programmes. It is important to introduce technology into schools to improve teaching and learning. And it is believed that failure to invest sufficient resources in teacher training will result in failure of school-based technology initiatives. At a time when conventional teacher-training programmes are not finding many takers, online training programmes are mushrooming.

WAC University, an online institution, has recently announced a new training programmes specifically designed for its online instructors, which will be delivered through webinars. WAC University will not only train its own faculty members through these webinars but training will also be offered to aspirants around the world. A study by Eduventures, a consulting firm in January 2012 that has studied online teacher training programs, found that principals are just as willing to hire from online programmes as from traditional ones. Click here to read more...

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Thursday, February 07, 2013

The missing backbone of innovation

Q. Indian universities do not have a prominent presence on the global scale. What is lacking and what can be done?
A. What is lacking is quality research. Indian universities have a long way to go in terms of quality research. In the United States and Europe, a large number of universities have acquired stature and recognition, as they have produced Nobel laureates through years of research. Indian universities too need to deploy meaningful resources in quality research for global recognition.

Q. In India, the focus is more on placements and less on innovation in education. What reasons do you attribute to it?
A. Yes, in India the orientation is to go for well-paying jobs. Research and innovation needs a State support system that is unfortunately lacking. The population is large and stipend for research and innovation is either not there or is woefully inadequate than what a job could get.

Q. What are the areas where university and industry can interface for the benefit of students?
A. Both complement each other. Training and research at the universities in India help the industry grow and the practical experiences gained in the corporate sector help in fine-tuning the courses at the institutes. The areas of interface therefore straddle all the functions.

Q. How do you attract the best talent in academia and encourage teachers to embrace innovation and entrepreneurship?
A. At our institution, the spirit of innovation and entrepreneurship is highly valued. Our faculty is involved in several innovative projects. They are part of National Entrepreneurship Network and have also initiated the activities with TiE (The Indus Entrepreneurs) and CSBE (Council for Small Business & Entrepreneurship).

Further, we are doing a major project in collaboration with the University of Wales. This project has been funded by the British Council and is aimed at driving innovation in the SMEs; our faculty is attempting path-breaking work on enhancing their productivity. Click here to read more...

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Monday, January 14, 2013

The factors keep changing at different levels of education.

Prof. Parvin Sinclair (Director, NCERT) says if one aspires to be a school teacher, one needs to empathise with children
 
Q. What will be the teacher-development methods?
A. National Council Of Educational Research And Training (NCERT) has formed National Council For Teacher Education (NCTE). It is a regulatory body that has created a set of norms in accordance to which it regulates and advises. It has also developed a curriculum framework for teachers, which is slowly being put in place. We have developed a BEd programme and offer a two-year internship, which is well-monitored without being intrusive. We are also starting an online teacher training programme.

As there are many untrained teachers – recruited to fill vacant posts – in-service education training has been in focus. Every state government is trying to deal with the demand of in-service teacher training.

We also find there are different people with different calibre in different states. Hence, teacher eligibility test (TET) was brought in; central teacher eligibility test (CTET) is for the central level and state-level teacher eligibility test (STET). Surprisingly, most people failed it. But, hopefully something better will come out of the experiments that have been frequently done over the years.

Q. What is the difference between India and the top-performing nations in the education sector ?
A. There can be no comparison with any country that has a population 1/100th of of India, spread out differently and has huge monetary resources. We cannot simply implement their best practices because the economical, social and geographic conditions are different. Instead, we can only try to customise and adapt those practices according to our requirements.

National Human Resource Developement (NHRD) has formed a national advisory committee council that has groups looking into curriculum in context of the RTE Act and how to get them in place with the states. The prime minister has his own advisory council that has a constant focus on education. Along with the SSA (Sarva Shiksha Abhiyan), RMSA (Rashtriya Madhyamik Shiksha Abhiyan) is also being developed. Click here to read more...

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Monday, December 10, 2012

The readers’ guide

Mark Sanborn is an international bestselling author and noted authority on leadership and customer service. He has served as the president of the National Speakers Association and is one of the youngest speakers ever to be inducted into the Speaker Hall of Fame. Sanborn has authored eight books and nearly two dozen audio and video training programs including the bestselling books ‘The Fred Factor’, ‘You Don’t Need a Title to be a Leader’ and ‘The Encore Effect’. In 2007, Sanborn was awarded the Ambassador of Free Enterprise Award by Sales & Marketing Executives International.

Q. You delivered your first speech at the age of 10 and failed. While most people give up after their first failure, you took it as a challenge and turned your failure in to a success story. What was the inspiration behind this?
A. How we frame what happens to us in life matters. The difference between opportunity and obligation is perspective. I hate to lose. In the case of the speech competition, I saw losing as a challenge to improve, rather than a discouragement to quit. Interestingly, some people hide their disappointment in a setback or failure by saying “it doesn’t matter”. They pretend they do not care when in reality they care deeply. I think it is important to be clear on what is important to us personally and professionally and to use mistakes and disappointments to make us better.

Q. Many are convinced that leaders are born, not made. How true is this? With time how has this idea changed?
A. Leadership is a skill, and any skill must be learned and developed. Some people are born with a greater disposition to learn certain skills, but there is no automatic or effortless achievement of mastery of a skill. Think about field hockey. Anyone can learn to play the game, but some are born with a greater physical potential than others to play well, and only a few become superstars. Anyone can learn to lead, whether or not they have a title. Some people may have genetics that make leadership an easier skill to learn and excel at and a few become leadership superstars through a combination of hard work and their natural predisposition. Read more...

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Monday, December 03, 2012

The people’s advocate

Bharti AXA General Insurance was undergoing a major change last year and there was a possibility of reshuffle in shareholders. Instead of being made aware by the company, the staff came to know about it through press reports. This could have raised quite a few challenges if not handled well. The first thing we did was to communicate openly about this to the staff, giving them all the details required. In addition, we set up regular communication and meetings with the staff on a pan-India basis to address any query from them and ensured normal execution of all operations. This had a positive impact on the staff and at the end of the year we had not just managed to meet all business targets but also saw an increase in employee satisfaction that we measure every year.

During economic slowdown or market turns, it is important that HR is involved during all boardroom discussions so that they are abreast of the situation and people become the integral part during the decision-making process. As a chief people’s officer, it is his or her responsibility to ensure and lead all employee communication for the organisation, be available 24/7 for answering queries and concerns, and to motivate during times of change.Communication is one important strategy during turnarounds and it should be transparent, factual and employee centric. This will ensure that there is no ambiguity and uncertainty in the minds of the employees. Also, the HR head needs to make sure the communication is factual and pragmatic – neither alarmist nor too optimistic for the organisation to maintain credibility in the eyes of its employees. Read more..

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Monday, November 26, 2012

Banking up talent against the tide - IIPM Think Tank

Q. How do you see HR’S contribution to turnarounds?
A. HR plays a significant role in turnaround situations by creating and deploying people strategies. Such measures are influenced by the stage of evolution of the organisation and the continued challenges it faces. In Citi, we periodically conduct franchise wide skill inventory assessments, defining the competencies required to steer the organisation to the next level. The focus is to sponsor ‘responsible achievers’ who are result oriented and aligned to institutional objectives. This is achieved by promoting an environment conducive to positive change and clearly setting down role expectations. Such changes may be accomplished by supporting a culture of innovation and cost efficiencies where employees are encouraged to think and work on solutions that drive client excellence as a competitive advantage.

In one such initiative concluded recently at Citi, employees were encouraged to provide suggestions that would significantly drive efficiencies at lower costs. It included product and service innovations as well.

Q. Have you ever seen a turnaround situation closely?
A. Turnaround experiences are that of being nimble on the feet, thinking out-of-the-box and executing innovatively. Managing such situations is about understanding employee expectations and aspirations. In one such earlier assignment, I was required to manage extremely high attrition rates caused due to an uncertain business environment and a perception that specialised careers in ‘high-end technology’ can only flourish in an IT company. The announcement of a business restructuring exercise only accentuated the problem. Read more...

Thursday, November 22, 2012

HR-CEO MoU to Develop Human Capital - by IIPM Think Tank

Q. Which are the key areas where CEO expects HR to deliver? 
A. The CEO expects the HR to deliver majorly in the areas of talent acquisition; strategy and ideation; and skill development.  

Q. How can the CEO best communicate its expectations to HR? 
A. The CEO needs to set out priorities in consultation with business heads while understanding the employees’ needs, aspirations and expectations through engagement surveys, communication etc. Focus on business objectives is crucial but to meet the expectations of human capital by aligning them to the business goals is equally important. 

 Q. How can HR meet the expectations of human capital by aligning them to business goals? 
A. A career planning is needed for the employee. This pertains to the employee’s individual career goals and future objectives. With respect to the function he is performing he needs to be shown that kind of career, subject to his performance. This is called integration because the employee will e ventually be performing for the vertical he has been recruited for. Click here to read full interview..

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Thursday, October 25, 2012

HR Guru

Connecting several thousand professionals across the globe, HR Guru aims to bring them together on a common platform and provide a forum for discussing persistent problems and finding solutions to their queries. HR Guru seeks to provide guidance to budding professionals in dealing with their daily work demands and providing a third party perspective to their situations and issues.

Job seekers can look for their dream jobs through the platform HR Guru provides and employers will find the right talent that they seek. The HR Guru page on Facebook also provides a medium for job hunters and employers alike, where the twain can meet and fulfill each other’s needs.

HR Guru, through its team of high calibre professionals and experts also provides valuable insights into the industry trends and recent researches, and keeps professionals abreast with the best practices in the corporate world.

Giving valuable inputs on people skills and providing the right guidance to professionals across the world, HR Guru is the voice of the people in the corporate world. Click here to Read full Interview...

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Monday, October 15, 2012

Sangeeth Varghese

Sangeeth Varghese, who was nominated for the Young Leader Award at the World Economic Forum was the guest keynote speaker at Bengaluru. Verghese is an expert from LSE and the founder of LeadCap Ventures. The event progressed, and a session on global market research turned into an engrossing storytelling session as Verghese quoted both from The New York Times’ Adam Bryant’s “passionate curiosity” and Frans Johansson’s classic The Medici Effect. He masterfully linked it with the need for HR practitioners to learn from other disciplines like sales.

Then came the sales expert Bob Urichuck who enlightened the audience across both cities. As HR is always expected to understand, appreciate, and even learn from other functions, it was an opportunity to learn a few insights and important tools of the “people” function. “It is not the price that closes the sale. You will make the sale when your prospect feels certain that he/she is getting the best value for his/her money. Over 60 per cent of the salespeople are not using this simple strategy to succeed,” said Bob.

The programme had discussions on the lines of behavioural approach. Some of the topics that covered in the discussion were: Only person who can motivate you is yourself; work for your dream, work for your dream; success is the progressive realisation of goals; etc. Click here to read more...

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Wednesday, October 10, 2012

MTHR Organises Lectures on its 10th Anniversary Celebration

Continued... The events in Bengaluru (24th May) and Mumbai (27th May)
featured the renowned author and educational consultant, Tony Buzan, best known for his concept of ‘mind mapping’.

He shared some valuable insights into the workings of the human mind during the course of his lectures. He said that studies have shown that creativity of a human being is maximum (95+) when in standard KG, drops to 50 when in high school and plunges to 10 as an adult. He said that this is normal, and the natural course should be to make it rise back to its high school level.

Buzan also made some stark observations during his talks saying that the recession of 2008-09, where companies went bankrupt, was essentially due to bankruptcy of the mind. He also said that, whereas the age before year 1750 was Agrarian for 100 years, and the subsequent ones were Industrial, Information and Knowledge Ages, the one after 2007 and continuing is one of the Mind: the Intelligence Age. Read More

Thursday, February 16, 2012

Apple shifts: Businesses, too, have eyes for ipads, iphones

Steve Jobs never cared much for selling Apple products to big businesses. A funny thing has happened, though, in the last few years. Big companies have started buying Apple products – a lot of them – for their employees

The late Apple chief executive so disliked the process of catering to the needs of business, rather than those of consumers, that he called chief information officers in corporations “orifices” at a conference in 2005. “There are 500 men and women in the Fortune 500 – CIOs – that you have to go through,” Jobs said then.

A funny thing happened, though, in the last few years. Big companies started buying Apple products – a lot of them – for their employees. The iPad and iPhone have given the Apple symbol a presence in workplaces that Apple never enjoyed when it was strictly focused on selling Macintosh computers.

While corporate technology buyers say Apple does not try to hide the fact that consumers are still its top priority, they note that the company has gotten easier to work with in recent years, adding features to its devices that make them more palatable to business. It also doesn’t hurt that Apple’s new chief executive, Timothy D. Cook, is known to be far more at ease meeting with the CIOs Jobs once so memorably disparaged.

“What they’ve done in the past few years is really started thinking in a deeper way what the enterprise needs,” said Rich Adduci, chief information officer of Boston Scientific, a medical device manufacturer that has distributed about 3,000 iPads to its field sales people and expects to buy 1,500 more by the end of the year.

Apple, which declined to comment for this article, has begun to drop hints that it sees the corporate market as a big growth opportunity. During recent earnings calls with Wall Street analysts, Apple executives have boasted about the portion of Fortune 500 companies testing or deploying iPads and iPhones – 92% and 93%, respectively, Apple said in October.

“You never heard those stats before,” said Gene Munster, an analyst at Piper Jaffray. “The reason why is they struggled for decades, and finally they have a story to tell in the enterprise.”Among the big customers Apple has won recently is the home improvement retailer Lowe’s, which said it bought about 42,000 iPhones to be used by employees on store floors. Instead of having to find a computer, the employees can use the devices in store aisles to check inventory, pull up how-to videos and help customers estimate costs for painting, flooring and other projects.

Airlines have begun to use iPads to replace the printed aircraft flight manuals, navigation charts and other material that pilots are required to bring on board. The binders holding those manuals typically had to be popped open every few weeks by pilots so they could replace pages with updated information. With iPads, the updating occurs electronically.

All of Alaska Airlines’ more than 1,400 pilots now have iPads, and United and Continental Airlines, which have merged, started giving iPads to all 11,000 of its pilots in August.

“We’ve shown we can retrieve an electronic page faster than we can retrieve a printed manual,” said Captain Joe Burns, a United pilot and managing director of technology and flight tests for the airline.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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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IIPM Contact Info

IIPM History
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Wednesday, January 25, 2012

10 steps to build a successful Asian brand

Building a brand is an overwhelming task. Here’s a quick ‘how to’ guide for asian companies to build great brands and get the best out of the process

The orientation of brand management has gone through substantial changes over the last few decades, and has evolved as a more integrated and visible part of the overall corporate strategy. The evolution of the brand equity concept during the 1990s, development of advanced financial brand valuation models and its adoption by advisors and their clients, and emergence of better brand tracking tools, have all facilitated the elevation of the branding discipline beyond the middle management and into the boardroom.

Asian boardrooms generally lag behind this trend and tend to manage brand marketing from a bottom-up perspective instead of a top-down perspective. There are a couple of reasons for this. As marketing and brand decisions traditionally have been managed in mid-level marketing departments among most Asian companies, a large emphasis has been placed on tactical marketing activities as opposed to strategic branding approaches led by corporate management. Branding has been widely perceived as advertising and promotions.

But several indications show rapid progression in the right direction for select Asian companies where branding as a strategic tool has become more recognised and accepted within their boardrooms. This is also driven by the increasing attention on branding and its value-driving capability among stakeholders, media and opinion leaders across Asia. To achieve these objectives successfully, Asian companies must follow a comprehensive brand strategy framework supported by a systematic process throughout the organisation.

There are 10 crucial steps to building a successful branding strategy and manage its implementation. The steps enable Asian boardroom to focus their attention on the required areas, and serve as check-points which can be tailored to the individual company’s specific needs and requirements.

1. The CEO needs to lead the brand strategy

The starting point for branding must be the boardroom, which also serves as the most important check-point during the project. The CEO must be personally involved in the brand strategy, and he must be passionate. Fully buying into the idea of branding is necessary. To ensure success despite the stressful routine which entails various duties, the CEO must be backed by a strong brand management team of senior contributors, who can facilitate continuous development and integration of the new strategy.

2. One size doesn’t fit all: Build your own model

All companies have their own specific requirements, set of business values and a unique way of approaching business functions. Therefore, even the best and most comprehensive branding models have to be tailored to these needs and requirements. Often, only a few but important adjustments are needed to align them with other similar business models and strategies in the company to create a simplified toolbox. Remember that branding is the face of a business strategy, so these two areas must go hand in hand.

3. Involve your stakeholders including the customers too

Who knows more about your company than the customers, employees and many other stakeholders? This is common sense, but many companies forget these simple and easily accessible sources of valuable information for adding value to the branding strategy. A simple rule is to use 5% of the marketing budget on research and at least obtain a fair picture of the current business landscape including the perceived brand image among stakeholders along with the brand’s positioning.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM in sync with the best of the business world.......

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

Friday, December 23, 2011

“Most people are sincere”

Customer and dealer centricity in tandem have been key to the success of JK Tyre in the Indian market according to A. S. Mehta

For A. S. Mehta, a career spanning 25 years in JK Tyre has been professionally and personally fulfilling. From starting as a CA, Mehta took up additional roles in the company before becoming Marketing Director in 2007. In this interaction with amir moin, he talks about his personal and professional journey & success mantras:

What is your leadership style? What are the factors that have contributed to your success?
Since the last 25 years, I have always believed that most of the people are sincere and committed. They have the passion to succeed and aspiration to move upward. My efforts have always been to channelise their passion and their competencies to excel in their respective fields. I have followed the inspirational style of leadership rather than the hierarchy-based style. Highest degree of integrity, very focused approach for any assignment, quick decision making, easy access to members of the team, coverage of connection, process driven and systematic style of functioning have been the attributes to whatever I have done for JK Tyre.

What would you regard as the key milestones in your journey to this position?
I must say that success is a journey where the destination is not defined. It is always a moving destination because once you reach one destination you have the next destination in your mind. Hence, there have been many milestones. Keeping the sales force united and motivated was the first milestone and thereafter, there were several milestones like leadership in the truck radial market, introduction of CRM, introduction of fleet management and introduction of dealer relationship management et al.

What are the unique strategies that you have undertaken for the Indian market and what is the outlook at the moment?
We have been a prominent player in the commercial tyres, OTR and car tyres. For commercial tyres, our strategies have been two pronged; one on the customer front and the other one for channel partners. In the Indian market, the dealer is the most influencing factor and we have been very strong in our relationship with channel partners. On the consumer front, our Fleet Management and Customer Relationship Management have been the best initiatives in the tyre industry.

How do you spend your free time? Which is your favourite vacation getaway?
I am very religious person at heart and family man. Whenever I get some free time, I like reading on religion, philosophy and spend time with family and relatives at religious places. I’m also very close to my brothers, their children and even other distant relations. It has been an inner urge to do whatever I can do for them. For vacations, the best place I could think of is Udaipur.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM in sync with the best of the business world.......

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

Wednesday, December 14, 2011

“Security threats have grown more complex”

Pradeep Nair, Director, Software Group, IBM India/South Asia discusses the security market, client expectations and ibm’s competitive edge

Security is a big concern for business in today’s time. Which industries are the most concerned about security issues?
When we look at the Indian market, we have BFSI, telco, retail, organisations in the government space; we have a number of sectors which basically are large. Who would be concerned about security? Typically they would be organisations that need to protect their brand & reputation in the market or have a mandatory regulatory compliance requirement. So when I look at it from a prioritisation perspective, I think BFSI is one of the key adopters from a regulatory compliance perspective, or from the perspective of data protection; ensuring there is no risk of data loss, unauthorised entry or unauthorised access into their systems. A lot of organisations have adopted such solutions. The next set of customers is from the telecom base. With the kind of massive inroads into technology, giving access, going ahead and working with clients, having huge amount of customer information are areas that organisations wish to protect. You would have heard in the news about breaches that led to degradation of an organisation’s brand value. The ITeS and BPO sector are also very stringent from a security perspective. Efforts from NASSCOM and the industry have been made to ensure that once companies from outside India outsource their infrastructure and data & applications, it is maintained and operated in the most secure environment. These companies are most concerned and want to adopt the best security infrastructure. We are also working with regular enterprises that could be across manufacturing retail, healthcare and even in the SME space.

Despite innovations, security threats persist in today’s organisations. How are the threats different today, say, with respect to around a decade back?
Firstly when you look at threats, they can be in the form of worms and viruses; unauthorised access into your network infrastructure; access of privileged users to information that they are not supposed to see; when you are looking at a global mobile workforce and you open up your access to infrastructure for productivity, security gets compromised et al. The threats have only gone more complex and with the greater penetration of IT, they are growing. Worms and viruses that harm infrastructure and productivity are there today as before. IBM has a solution called endpoint security that ensures that your patch management and virus updates are in place. For external threats, there are intrusion prevention and protection systems so that the threat is mitigated. Threats haven’t changed, they are only evolving. For instance, seven to eight years back, there was no phishing like, say, sending e-mails posing as banks and asking for your details. I think those are increasing now. Around 2-3 years back, the banking system got vulnerable in the face of these attacks.

There has been a spate of recent attacks on organisations and even government infrastructure. So does that mean organisations are not really as prepared for security breaches as they look?
You are as secure as you think you are. You think you are secure and when there is an attack, you realise that you are not. IBM has brought out a security framework that is a combination of our capability around software, hardware and services – a complete framework. It has three tenets. The first is around security governance – rules and policies that organisations lay down and ensure that they are followed. There should be a security governance leader who ensures that the rules are followed and there is a right monitoring capability in the organisation. The second tenet relates to risk management. What is your approach to managing risk? What is the analysis that you are doing on the risks faced day in day out by the organization? How do you really manage current and future threats? And what is the best way to manage security exposure? For instance, how do you really correlate that the incident that happened was due to a vulnerability in the firewall or was an unauthorised access? The third tenet is compliance. Companies must ensure that the current security infrastructure meets compliance requirements and established guidelines.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM in sync with the best of the business world.......

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

Tuesday, September 06, 2011

JWT Meet the Icons!

Call it luck, Call it anything, but ‘Vispy’ and ‘Debu’ were destined to meet and create wonder together

One is extremely funny. The other is no less in terms of wit too. We tag them as the most effervescent duo (not literally!) of the Indian ad industry. Meet Vistasp Hodiwala (Vispy), VP & Senior CD and Debu Purkayastha, VP & CD, JWT, who believe that finding the right creative partner is 90% your luck and 10% your partner’s. Here are the iconic Lead India campaign creators!

How did you two pair up as a team?
VH: It was in 2007, when I was looking for a change after a rigorous stint at McCann Erickson. At that time, JWT had just acquired Agnello Dias and was looking for fresh talent to supplement their talented core. Aggie called me and requested me to meet Debu. I didn’t think twice.

DP: Senthil and I were a team. After he left for Bangalore, I was looking for someone to partner me. I met a few, but nothing fructified until I met Vispy. There was an instant connection as he was quite honest and spoke from his heart. Plus, he was bawa and I love bawas!

You two had struggled with your first campaign as a team. How was your experience working on that?
VH: Our first piece of work did not see the light of the day. It was for The Times of India, and it got shelved. It was like hitting the ground running because with TOI you have to be on the ball as soon as the brief is delivered. And then, there’s Aggie’s breathlessly healthy competition to contend with. However, our first proper work together which broke in the media was the incredibly awarded Lead India campaign. Needless to say, it won us the first ever Grand Prix for Indian Advertising and the First Integrated Lion at Cannes.

How was your industry experience before you two paired up successfully?
DP: I started as a Jr. Visualiser in Triton in 1992. A year later, I moved to Bangalore HTA. But soon returned to Bombay and joined Saatchi & Saatchi. Some crazy bug bit me there and I teamed up with a friend to start Digital Nirvana, a digital multimedia design studio way ahead of its time, just to call it quits soon. Then, in short stints, I worked with RK Swamy BBDO, Channel V, STAR TV, Hongkong, till 9/11 happened and I decided to come back to India. I stayed undecided for a few days trying out art direction for TVCs, direct marketing, CRM and web designing. Finally, advertising beckoned again and I walked into JWT.

VH: Materials Management, the subject I specialised in, wasn’t exactly getting my life’s juices flowing smoothly. And one fine day, when yet another corrupt supplier’s charms got too much for me to resist, I wrote out in longhand an application (nah, a plea) to the head of an agency, which was growing at a breathtaking 236%, to hire me as a trainee writer. It was 1994 and I started my advertising carrier in Percept. Then I worked with many mavericks like Murzban Shroff and Mohandas KK. Later I worked with Prasoon Joshi and Agnello Dias; two immensely successful creative directors, who couldn’t be more dissimilar in their approaches.


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Thursday, August 11, 2011

The true Indian! On camera!

The man shares with Amir Moin & Neha Saraiya his career journey, the past, present and future of Fujifilm India, and why he loves India considerably

Kenichi Tanaka
MD, Fujifilm India

As we step into the plush interiors of Fujifim India’s office in Gurgaon, we contemplate how our delay in reaching this MD’s office – owing to the record rainfall in Delhi NCR – would affect the quality of our discussion. Much expecting to see a miffed Japanese face as we scamper through the corridor leading up to his office, what comes next is much pleasantly surprising. Sitting comfortably in his plush office, Kenichi Tanaka’s face splits into a smile on seeing us. Even before the ceremonial introductions, he confides to us the fact that the vagaries of Delhi’s rain and traffic delays are very well known to him. It hits us then that Kenichi Tanaka, MD of Fujifilm India, is perhaps more accepting of the Indian-way of functioning, than we ourselves. Here was a true blue global citizen! That said, despite being a globetrotter, Tanaka still deeply respects Japanese culture and values; something that keeps him rooted.

Tanaka started his corporate journey in 1978, when he joined Fujifilm. 32 years onwards, and Tanaka is one of the most respected multinational leaders in Fujifilm history. The respect bestowed upon him by his colleagues and peers for expanding Fujifilm in seemingly difficult geographies, is legendary. When Fujifilm decided to set up a wholly owned subsidiary in India 2 years ago, Tanaka was the man of arms that the Fuji top brass chose. The market was replete with top of the mind recall for arch rivals Canon, Sony, Nikon and Olympus. But Tanaka had this great self belief that their products could be targeted at the mid range consumer segment. He excitingly shares, “Sony and Canon are considered as premium while Olympus and Nikon market cameras with value for money. We saw a market in between – the mid range segment – and concluded that our high quality offerings and a reasonable pricing would make for a potent combination to tap this market.”

It was tough going for the first two years. Tanaka confesses that the situation was tough as consumers were not even award of their brand. The first hurdle therefore was to make consumers aware of brand Fujifilm. Dealers and retailers were not willing to budge an inch. However, thanks to extensive investments in training and development of sales force, Fujifilm soon established its own fraternity among the dealers. “We overcame the initial challenge of establishing our products with the retailers and dealers. But still, we have the task of replicating the same with our customers. To make sure this happens, our company is in the process of conducting training sessions round the year wherein, we train our sales force to handle both the customers as well as retailers and dealers,” says Tanaka.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Monday, August 08, 2011

Makings of a great marketing escape!

Vivek Nayer hopped on to M&M after a vast experience in FMCG & consumer durables. And auto has been immensely exciting as well, as he discusses with Pawan Chabra of 4Ps B&M

Vivek Nayer
Executive Senior Vice President – Marketing (Automotive sector), Mahindra & Mahindra

It had been just a few days since the Marketing team of the automotive division at M&M was shifted to the Kandivali office at the Western Express highway from the Worli office when we landed for the interview with Vivek Nayer, Senior Vice President – Marketing (Automotive sector), M&M. However, even on a normal Wednesday afternoon, while the refreshing environment at the lush green facility was not matching with the usual scenario that one finds at the offices in the financial capital, the work was going in full flow.

Prior to this assignment, he was working with Reckitt Benckiser back in the UK, certainly one of the best names in the FMCG business. The decision to relocate to India was because of the India growth story. In fact, Nayer still misses his BMW 5-Series and the kind of Lebanese food he used to relish in London. He didn’t come into the automotive sector by design. The first offer that came to him was from M&M and he joined the company in 2005 to give it a shot for six months but comments, “Here I am five years hence, which clearly means that I am enjoying it a lot.” The kind of portfolio that Mahindra has is quite unique even compared to other players in the industry. However, he feels that the marketing foundations to engage with consumers remain largely the same.

Words like tough, rugged and solid are almost synonymous to the Scorpio, Xylo and Bolero models that Mahindra offers to Indian consumers. And that’s not all. The marketing philosophy that M&M follows in terms of advertising and positioning its brands is very different to what the rest of the industry follows. Be it the recent commercial featuring the ace photographer Atul Kasbekar for Xylo or the earlier campaigns, it has often followed the road less taken. “At Mahindra, we focus on the product and its positioning rather than the brand ambassador; unlike the case where the consumer has a recalls for the brand ambassador but not the products that he endorses,” avers Nayer. In fact, Nayer considers the success of Xylo without any cannibalisation in the Mahindra portfolio as one of the major successes that he has had so far in his M&M stint.

Nayer stepped into the corporate world after finishing his Master in Management Studies from the University of Mumbai back in 1987. After six years at Voltas, Nayer stepped into Reckitt’s premises in 1993 and was there for over a decade handling different brands and divisions. “But I was one of the lucky ones to handle Dettol in Reckitt,” recalls Nayer. He admits, “FMCG is one sector where one gets a clear understanding of marketing and sales concepts. Perhaps that’s why you see people with marketing and sales background in FMCG moving to the other sectors and not the other way round.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management