Showing posts with label Prof. Arindam Chaudhuri. Show all posts
Showing posts with label Prof. Arindam Chaudhuri. Show all posts

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...

Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Thursday, October 11, 2012

She Writes Story Contest winner: Santana Pathak

Santana Pathak is one of twelve winners of the MSN-Random House She Writes a Story Contest', as chosen by our judges. Her story 'Mirage' features in the 'She Writes: A collection of Short Stories' published by Random House India and available at all leading bookstores.


Santana Pathak is not a conventional female writer dogged by social norms and values. Growing up and studying ina North-eastern state and working in fields like academia and journalism in the pan-Indian layout, she has seen two different worlds dealing differently with common human values. This disparity has made her sensitive towards the complexities of life. It has also widened the horizon of her expectations and nothing surprises her. Her writings are born from thoughts that keep playing in her mind and feelings that touch her heart with each passing experience.


read an extract from santana pathak's story 'mirage'

Sitting on the edge of the small, concrete bridge, Monalisha was holding her lover's hand in silence. At such moments, she felt like humming an evening raga. A tinge of sadness descended on her mood instantly on realizing her ineptness in singing.

Monalisha cast a glance at Prashanta-his face was intent, as if in anticipation. So it was coming then, she smiled, and turned her head to see what he was looking at. A train had appeared in the distance as mysteriously as a vision, its movement slithery in the darkness, and yet alluring due to the square patches of light emanating from its windows. Like all evenings, today too her lover's face brightened at the sight of the approaching train, and both of them smiled at each other. Tightening the knot on their hands, they got up and started walking towards the small hill in front of them, with its languid chegun trees. It was one of the many hills that surrounded the lush green university campus where Prashanta and Monalisha studied.

Nestling on a green patch at the bottom of the hill, they observed the dance of the glowworms together. Their silence was occasionally pricked by a few men walking on the concrete street below, and a few stray lights from the passing cars that illuminated the otherwise deep, silvery dark.

She removed Prashanta's cap from his head, his perennial favourite, and ran her hand over his curly mop of hair. This always irked him and he jostled with her, trying to take the cap away from her hand. Their proximity was electric. Prashanta's breath was over her face, and the warmth melted her eyes.

She turned her face towards him and her lips met his, as his robust hands lifted her up against him, brushing aside the ivory skirt from her thighs. She hesitated for a moment, as always, but the warmth of his touch embraced her entire being. She gently slipped down his black shirt, revealing a bit of his sculpted shoulder. On his knees, hiding his face in her bare midriff, his sharp breath feathery warm on her flesh. Prashanta's rhythm was more moving than the music in her soul. Everything stood still, except the glowworms and his breath that kept rising like sea waves. She willingly surrendered her bosom to his meanderings, put her face on the cave of his shoulder, and mounted on a wave of joy, rising from the silence of the blue night to the ecstasy of the sea waves, and then to the silence again.

in her own words: santana pathak

Have you always been a writer? What made you start writing?
No. I have had a stint as a journalist, but that is very different from being a creative writer. Starting to write has something to do with all the shifting I have done in the past decade of my life, which have exposed me to lot of new experiences and people. The milieu also changes along with your uprooting of self. Faced with these, I have constantly been in a state of flux. Numerous incidents keep flooding my senses, and I keep groping in the dark looking to set meaning to them, or at least, trying to sort them out in my mind. Only recently I discovered that it is writing which gives me relief from this state.

What inspired you to enter She Writes?
Relentless insistence from "the man in my life." I believe he did sense my restlessness, and advocated the contest can be the catalyst to my experiences.

Why did you choose the category that you did?
Because all the men in my life remain my closest window to a world which I can experience only philosophically. It is intriguing and at times, baffling to know that despite the constant co-existence, so many things fall into perspective only when you look at that world through the eyes of that particular person.

Do you have a writing routine - e.g. do you have favourite places to write/favourite times of day/do you write longhand or on a computer?
I believe I am able to sort out my thoughts most effectively when I am taking a walk along a busy, throbbing street! I find myself repeatedly doing that. I have in fact written many initial drafts on a Blackberry sitting at roadside tea stalls.

Who is your favourite author?
Of course, it is impossible to list all. I had sought out my world through books since I was a child and have done a post-graduation in literature! But I seek company of a few all the time. Of Maxim Gorky and Chekov who turned me to a precocious child. Of Ernest Hemingway for making me understand how a simple line can be pregnant with resonances. And of late, of Haruki Murakami for his striking balance of the real with the illusory!

Which book has inspired you the most?
Lots of them. The lives captured in books inspire me the most. One such book would definitely be Steven Davis's Jim Morrison: Life, Death, Legend, through which I experienced the belligerent genius up, close and personal. I so wish I will garner the strength to burn the notebooks of my past and still have meaning enough to cling to, which Morrison so effortlessly did!

Which key piece of advice would you give to any other budding writer?
I cannot give an advice. But I would just like to share one experience. Writing can build a perspective into many things that leaves you unsettled in your existence, and when that happens, it is sheer bliss!

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.

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
IIPM Contact Info

IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info

IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India

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.

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Tuesday, August 02, 2011

May the force be with Indian fashion!

He’s responsible for taking Indian fashion to the global ramp. Sumeet plans to take the Indian fashion fraternity to the next level, as he reveals to Angshuman Paul

Sumeet Nair
MD, Incube Fashion

Sumeet Nair belongs to that extraordinary class of people, who believe in creating a different path and in trying something new. So it’s not surprising that, this alumnus of Stanford University started his corporate endeavor with the furnishing business and later forayed the fashion fraternity. Christened as Black Eye Design, his first venture of furnishing business won him leading global fashion clients like Donna Karen, Calvin Klein and French Connection. But Sumeet’s claim to fame comes from somewhere else – while undertaking his business, Sumeet actively became involved in the setting up of a fashion council, an endeavour that finally gave rise to the iconic Fashion Design Council of India (FDCI) which gave India its first Fashion Week.

Framing the concept of the Fashion Week and giving it a global feel was not easy way back in 1997, particularly when the Indian fashion industry was at a nascent stage and very unstructured. The biggest hurdle was to bring all the designers under one roof; and managing creative people was surely not an easy task. But with his never-say-die attitude and instinctive managerial skills, Sumeet accomplished this feat and gave India its unique series of gala fashion events – firstly, the Lakme India Fashion week, and then, the Wills Lifestyle Fashion Week.

Along with changing the landscape of Indian fashion, Sumeet was also credit with making it more financially viable. When FDCI was having a financial deficit, Sumeet was automatically appointed as the ‘doctor’, and more often than not, he would resolve it effectively. After leaving FDCI, Sumeet dabbled in various areas, till he set up Incube Fashion Private Ltd, an endeavour to take the fashion industry into the next level.

Incube Fashion’s basic objective is to generate more business and finance for Indian designers. As of today, Incube Fashion works as a financial consultant, provides licensing, and even assists in getting corporate brands to tie up with the country’s ace designers. Rohit Bal’s recent tie up with the Outlander Signature Collection from Mitsubushi was conceptulaised and finalized by Sumeet’s Incube Fashion. Even the Tarun Tahiliani-Timex agreement is being credited to Sumeet. As this is slated for a pre-Diwali launch, Sumeet refused to divulge any further detail to us. When we meet him now, he explains further, “I want to create a Calvin Klein and a Giorgio Armani from the Indian fashion industry and we at Incube Fashion are doing brand building at those levels.”

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 Links

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IIPM: Indian Institute of Planning and Management

Tuesday, July 19, 2011

WILL THE CONCEPT OF MOMICS WORK? (WE SAY “YES”!)

Mobile Comics are back again. The last time they appeared, they slipped back into coma. Will this time be any different or will we witness a repeat?

If the mauling of Romans by Asterix and Obelix fascinates many, the idiosyncratic gestures of Suppandi in Tinkle or the audacious exploration of Tintin make hours on a weekend seem like minutes for the young-minded readers. But call it either a germination from the various Earth-saving movements or an intervention of the technology gods, the paper back craze is now going mobile too! Teenagers today are catching up with their favourite comic characters on their cellphones and sharing it with their friends. Welcome to the world of mobile comics; call them ‘Momics’!


So what’s this latest fad? To put it simply, it’s nothing never heard of before. Historically, Nazara (a gaming portal) first experimented with the Archie momics in 2005. The concept bombed. This time apparently is the second coming for momics, with many telecom operators, content providers, advertisers and of course comic players betting big on this medium.


Opines Rajesh Razdan, Co-founder & Director – Sales and Marketing, mCarbon (a telecom VAS provider, which also develops mobile applications and tools), “Various reports in the media value the comics market anywhere between `100 crore to `400 crore. Approximately 10 million comics are sold every year in the traditional manner. And with the digital/mobile media augmenting the personalisation and outreach in all respects, the comic book market should witness at least a 50% appreciation in market size over the next three or four years.” To this, Gaurav Luthra, Head – Content, Mogaé Digital (a mobile advertising player), adds, “With some innovations, more smartphones and 3G on the horizon, the market for momics is set to increase manifold. The market at present is estimated at about 25% of the current 600 million telecom subscribers. It’s a big audience.” Currently, many experts opine that Mogaé Digital is the largest player in this segment today, with close to over 100 titles across various genres like folklore, mythology, history, fiction et al. Some of its famous momics strips include Tenali Rama, Akbar Birbal and Bal Hanuman.


Typically, the momics category has three entities in its ecosystem:


(a) Content Providers, that range from established print comic book publishers like Diamond comics, Raj comics et al to TV channels like Cartoon Network to independent content providers like Mogae Digital, ZealCity et al. They create the content which then is distributed by the telecom operators directly or through the portals of Mobile VAS players;

(b) Mobile VAS Players/Technology providers (like Rediff, mCarbon et al), that act as aggregators for content. Users access the portals of these VAS players and then subscribe to the content which is delivered through the telecom operators or companies like ZeroSum, which act as application providers to the telecom operators;


(c) Telecom operators (Airtel, Vodafone, Tata DoCoMo et al), who have billing relations with the users. The users can subscribe to momics directly through a telecom operator or through a mobile VAS provider’s portal.


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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Thursday, September 17, 2009

Yardi! Remember that name!

She’s impulsive! She’s gutsy! She follows her instincts! They say, whenever you think of ‘a’ Colors, think of Ashwini Yardi!

“When I was on my way to meet Raghav Bahl of Network 18, I was very clear in my head that I am not leaving Zee and moving to Colors. But since Raghav requested, I thought I’d go and politely refuse the offer. But when he explained to me about the kind of channel they were planning, I wanted in immediately!” It’s not that Ashwini Yardi, Programming Head, Colors, is impulsive in her decisions, but the perfect smile on her dusky face is mischievous enough to almost confirm the take.

Yardi’s landing in Zee was also quite on the run only. In her words, “It all happened accidentally.” After completing her college with advertising and marketing as key subjects, Yardi was busy dropping her resume in ad agencies, when one fine day, she got a call from an acquaintance Kunal Kohli at Zee. She went to the Zee office to meet him. Zee was just an year old then. “When I landed in Zee that day, I realised that it was a different ambience, a different working style than what I had been seeing in the agencies where I was dropping my resume. At that time, satellite television was a new phenomena and I just had this inkling that this might be a successful business, so why not give it a shot! And that’s how I landed in my first job at Zee.” The smile doesn’t disappear.

Look at her young disposition and one wouldn’t believe that she already put in fourteen years at Zee Network. Apart from playing a major role in the programming of the group’s flagship channel Zee TV, Yardi was involved in launching most of the channels like ZEE MGM, Music Asia, Zee Cinema etc. Then has the jump to Colors been as fulfilling? Yardi feels that her experience at Viacom 18’s Colors has been completely different from what she has experienced at Zee. “Colors has been like my own baby kind of thing,” she announces proudly glancing towards the small LCD in her office, which has been showing a repeat telecast of Colors’ blockbuster property Ballika Vadhu – rated amongst the top three shows since a long time now – since the start of our meeting.

Yardi accepts she often goes by her gut feeling. Be it joining Zee and later Colors or be it approving a show on child marriage (Ballika Vadhu) as key prime time property. She muses over an incident when a serial Kasam Se was being launched on Zee and Ekta Kapoor was shooting the marriage of one protagonist [Jai Walia nee Ram Kapoor] to Pia. Being troubled by the logic of the marriage, Yardi called Ekta in the midst of shooting and requested the marriage bride be replaced. After initial refusal, Ekta agreed. “Ram Kapoor was totally startled! He couldn’t make out why his bride was switched,” she adds laughingly. If gut feel’s got her this far this good, then we’d surely like to learn the magic mix too. Our ‘gut’sy woman is the first lady entry to the Occult!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Tuesday, September 08, 2009

I Love You! I’m serious!!!

Which are the five most deadliest and commonly found viruses that can render your PC obsolecent? 4Ps B&M enlists the pests

The headline appears rather suggestive; it’s not! It’s one of the most deadly computer viruses that have affected the maximum number of PCs till date. [Indeed, the love bug managed to bite well!] Moving away from all expressions and phrases of emotions, let’s talk about something more practically disturbing. When was the last time you downloaded a file from the internet and discovered to your irritation that sometime later, your anti-virus has started bothering you with quarantine warnings? Worse, when was the last time you had to completely reformat your hard drive, made corrupt by the annoying viruses floating around? Annoying? Yes! They pushed you over the edge and made your laptop look like a piano that had forgotten what tunes mean, or some typewriter that your grandpa used some six decades ago, and had suddenly turned illiterate! Yes, blame it on those non-biological program codes floating around which we grandly term ‘viruses’! It’s also true that with every successful step of new breakthrough in the world of anti-virus programming, another deadly virus is born; another hacker; another purpose; another bunch of annoyed victims.

Here are the five most such program codes that are causing much anxiety in the world of PCs. [Go ahead, choose your enemy!]

PEST #1: Conficker

Disabling of Windows services such as Automatic Updates, Background Intelligent Transfer Service (BITS), Windows Defender and Windows Error Reporting, websites related to antivirus software or the Windows Update service becoming inaccessible, user accounts getting locked out et al – that’s precisely what this most devastating virus in recent times, Conficker can do. But this is just the trailer...

Conficker has till date, infected anywhere between 9 to 15 million Microsoft Server Systems running everything from Windows 2000 to Windows 7 Beta. The French Navy, UK Ministry of Defence (including Royal Navy warships and submarines), Sheffield Hospital network, German Bundeswehr and Norwegian Police are some of the high profile victims! [What a clientele!] Microsoft set a bounty of US $250,000 for information leading to the capture of the worm’s author(s).

It’s also known as Downup, Downadup and Kido. It’s available in five different variants – A, B, C, D and E. The initial variant was discovered in early November 2008 and since then 4 others have been identified till December last year. The variants A, B, C and E exploit a loophole in the Windows server services to cause a buffer overflow in which the worm is downloaded in DLL form over the network and then connects to files like svchost.exe, services.exe or Windows Explorer process. The worm pushes and pulls executable payloads over the network, which are then used by the worm to update itself to newer variants, and to install additional malware. It really is today’s PEST #1!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Friday, August 21, 2009

S. SRIVASTAVA, MKTG HEAD, MARUTI


IIPM Best B-school

1. Alto’s ‘A fresh new feeling’ ad campaign
2. Esteem’s ‘My daddy’s big car’ campaign
3. ‘India comes home in a Maruti’ commercial
4. Maruti’s ‘Ki kara papa, petrol khatam hi nahin honda’ campaign
5. SX4’s ‘The man amongst cars’ campaign

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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Monday, August 03, 2009

Sardar kid, yellow polka dot turban, a dinky car...


Professor Arindam Chaudhuri’s Profile

Brand: Maruti Suzuki
Agency: Capital Advt.

... and Papa kya kara, petrol khatam hi nahin honda! The beauty of this campaign was in its simplicity and humour; while its effectiveness was in conveying the message. “Till date Maruti products are considered to be high on fuel efficiency!” says the company!

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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Wednesday, July 22, 2009

Indeed an ‘Easy Day’ for Bharti!


IIPM Admission Detail

It was precisely one year back when Bharti-Walmart JV announced the launch of its convenience stores, Easy Day, in Punjab. “It was a sensible decision to open stores in Punjab and will benefit Bharti in operational terms as it’s for the first time that such stores are being opened in Punjab,” avers R. Subramaniam, MD, Subhiksha. Moreover, investment in metros would have been twice compared to that in tier-II cities, while RoI from such cities is high due to low operating costs. Though the venture, like others, has been affected by the slowdown, it’s still better off than others. The strategy has definitely worked to the last tee.

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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