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

Thursday, August 26, 2010

IIPM Info - Nutrivita PRESENTS 100 MARKETING BRAINS THAT MOVE AND SHAKE INDIA

Dilip Kapur

President & Founder, Hidesign

Most of our initial customers were foreigners who spotted our bags while travelling across India. However, we categorically didn’t do anything to attract them. But the first order that I got from a German organisation in India happened thus: they saw our catalogue and loved our products, and therefore bought it. And then we started marketing our products to European customers. Therefore, receiving the first order and then ensuring that the demand grows with time, remains a very memorable marketing experience for me.


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.


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


For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” – The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read…

The Sunday Indian:-

B-SCHOOL RANKING SCAMSTERS EXPOSED!


For Exclusive Footage by Sunday Indian Click Here


Outlook Magazine’s B School Ranking Scam Exposed

Business Standard Exposes the Outlook Magazine Money Editor

Don’t trust the Indian Media!


IIPM enters into media education

IIPM makes record 10,000 placements in five years

TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. For Complete Sting Operation Video Click Here

Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

IIPM: An intriguing story of growth and envy

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎

Friday, April 09, 2010

ESPN faces a Googly


IIPM: An intriguing story of growth and envy

After an uneventful champions Trophy, ESPN Star Sports is now struggling for eyeballs for the ongoing Champions League. Even the Rs.1 billion marketing budget for the two cricketing events couldn’t boost the audience interest and the ratings. Sample this: While the Champions League’s opening match got poor ratings of 0.9, the average rating of the tournament so far stands even worse at 0.7 (aMap ratings). This puts Champions League’s performance below Champions Trophy, which managed average TRPs of 1.1. To cash in on the huge popularity of the Indian Premiere League’s huge success, ESPN had bought the 10-year rights of Champions League (the first international club cricket event) for a whopping $975 million. Avers Nirmal Dayani, Senior Director – Marketing, ESPN, “After watching tournaments like IPL and T20 World Cup, people can easily relate to the T20 format. However, it may take some time to get familiar with the international club teams. But it has the potential to become a unique cricket property for ESPN.” The channel has reportedly spent Rs.40 crore alone for promoting the Champions League, but all seems in vain. So the big question now is – how much damage will ESPN bear because of this flop show. In fact, it’s not about a single tournament. The channel is stuck with a ten-year deal for a tournament, which is struggling to touch the ratings of even 1.0. And since many of the ad deals are already sealed for the current season, the actual challenge for the channel will be to find advertisers for the forthcoming seasons of the event. Though, the channel plans to spend lot of monies in popularising the format (international club cricket) to attract audience in the forthcoming seasons, but for now the $975 billion deal with ESPN seems to be a bad bet for the broadcaster.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Monday, March 22, 2010

Big buzz for Big Boss!

After the announcement of Big Boss 3 in Singapore with all fanfare, Big B flied down to Delhi to create some additional buzz for this most hyped reality show of Colors. Giving him company were the Channel’s BIG BOSS Rajesh Kamat(CEO, Colors) and programming maestro Ashwini Yardy! Well, despite all these super PR efforts, the opening TRPs of Big Boss third season (3 as per aMap data) are not very impressive. But keeping in mind the controversial profile of some of the contestants like KRK, Sherlin Chopra and Rakhi Sawant’s mom Jaya Sawant, the possibilities of ratings catching up in coming week cannot be ignored!

Pallavi Srivastava

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Thursday, March 18, 2010

Time was when someone said handsets, and if you happened to be in India, you intuitively thought Nokia, Samsung or Sony Ericssion.

But today, a clutch of small and big players are straining to break the market mould. Surbhi Chawla meets up with some fringe players to get a handle on their strategies for changing the market matrix...

Vivek Bansal, a Meerut (65 kms. away from Delhi) based distributor of mobile phones is very happy these days. And the reasons for his joviality don’t happen to be the Nokias and Samsungs of the world, but a lesser known brand (at least in the case of mobile phones) – Intex. Just a mention of the brand name and that sudden spark in his eyes is proof enough of how fast Intex handsets are flying off the shelf.

However, this was not the situation six months back when Bansal started stocking Intex mobile phones along with the brand’s other computer peripherals. He was sceptical about the success of the brand in a world that was ruled by the big daddies of the handset world. He was surprised (yes, pleasantly) though at the positive customer response. As one of the key distributors for Intex mobile phones in and around Meerut today, Bansal feels that his cash register rings almost every hour. “The business is now getting brisk as dealers are becoming confident about the brand. We are now able to sell about 1,200-1,500 units in a month on an average,” he reveals.

Intex is not the lone player adding to the joy of distributors like Bansal. Of late there have been many new handset makers that have realised the tremendous potential in the Indian handset market, particularly in the entry level segment. Fly Mobile, Spice Mobile, Lava, Karbonn, Lemon, airphone, BYOND TECH, Intex, Orpat, Usha Lexus, Rage, eTouch, Gee Pee, Pagaria, Magicon, Onida, Micromax ... phew, hope you agree that the list of wannabes is really big.

In India, currently about 8-10 million new subscribers are being added every month. Most of these new customers are now coming from India’s tier II and tier III towns. And since despite their best efforts, Nokia, Samsung and Motorola have not really managed to be present in every nook and cranny of the country, these players are happily reporting robust sales in these markets.

Explains a gleeful Shripal Gandhi, VP, Sales and Business Development, BYOND TECH, “The current tele-density in rural areas of the country stands at a mere 10%, but it’s expected to be close to a neat 60% of that by 2012. This means a growth of 600% going forward.” BYOND TECH is a part of the Canpex Group of Companies that had mainly restricted itself to the chemicals business till now. And given the potential, other small and big business groups are also jumping on the handset bandwagon to make a quick killing. Many of them have never been in the B2C segment and are mugging up every page of their marketing handbook to grab a slice of the market.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

IIPM Related Links
IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

Tuesday, March 09, 2010

Now this is called a ‘Fear Hug’

Once bitten, twice shy: Fear of risk embraces Mr. Banker and Individual Investor in the same hug without any discrimination

Fear, especially of risk in financial markets, is contagious. It afflicts the money specialist super bankers as well as ordinary individual investors. The pattern in householders’ financial savings and risk aversion among bankers, as a class, shows that the Rat year (the year 2008 was known as the year of the Rat under the Chinese lunar calendar system) has taken the bull out of the Average Joe and Mr. Super Banker without any discrimination. Risk has hugged them all.

The latest data shows that Indian households’ investments in equity shares, debentures and mutual funds have dropped to just 2.6% of their total financial savings in FY09 from 12.4% a year ago. At the same time, their investments in bank deposits paced higher to 58.74% in the year to March 2009 compared to 52.24% previous year.

As at March 2009, according to the latest data released by the RBI, the Indian householders preferred to channel their savings into the safety of bank deposits and reduced their investments in “risky” market related instruments such as shares, debentures and mutual funds with rise in risk perception and extreme pessimism.

Coincidentally, the steep fall in stock market indices and accompanying unprecedented volatility saw Indian households’ investment in shares and mutual funds as percentage of total financial savings nosedived to just 2.60% during the year FY09. In contrast, when the stock market was booming, they were happy to put more money, larger allocation of their financial savings, at the rate of 12.40% into such market instruments during the year ended March 2008. All the euphoria evaporated with one whack of volatility.

The flow of funds into bank deposits seems continuing, as per the latest indications, even though the interest rates offered by banks have dropped significantly over the last two quarters. Despite reduction in deposit rates by nearly 300 bps across maturities, continuing flow into bank deposits shows investors still have to recover from the previous year’s stock market shock and certainly are unwilling to keep pace with the dancing volatility in equity markets. Once bitten, twice shy.

Height of risk aversion among banks those are unwilling to lend lest it dilute the credit quality. They are obsessed with retaining the asset quality, which would otherwise impair their capital. They fear rise in NPAs so much that they are willing to sacrifice the difference in deposit rates offered to customers and the interest earned from RBI at Reverse Repo rate. This is despite the patting and pushing by the banking regulator and even the government mandarins.

Even mutual funds that attracted investors in droves just one year ago with plethora of existing and launch of new schemes bore the brunt of this risk aversion as investors were extremely less enthusiastic about investing in mutual funds, particularly equity oriented schemes. Investors, who pumped in Rs.568 billion in mutual funds in FY08, pulled out Rs.104.78 billion from these in FY09. Equity mutual fund schemes during the year FY09 saw net inflow of just Rs.40.24 billion against Rs.469.05 billion during the previous year.

Recent mutual fund data also reveals that banks are parking record amount of funds in liquid and ultra short term schemes, which would hardly yield – 6% annualised.

Is the end of tunnel in sight? Will the government policies inspire confidence among investors to risk capital and spend, instead of saving more?

Will the banks lend rather than send back depositors with ultra-low rates? Well, these are a trillion, not a million, dollar questions.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter

IIPM - Admission Procedure

IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)

Friday, March 05, 2010

A doubtful Ratan Lal Bhagat questions their future...

With negative demand for cabin crews, diversifying into provision of other training courses seem the sole route to survival for cabin crew training institutes.

“I have wasted both time and money by enrolling into this course, as I am still waiting to be placed and looking at the deteriorating situation of the airline sector, I am not very hopeful,” says a disgusted Simran Mehta, an aspiring air hostess, whose flying dreams have been grounded, like those of many others, with the failing financial health of the domestic aviation sector over the past two years. Clearly, the domestic airline sector is going through its worst phase ever in modern years and the domestic aviators are being forced to cut down costs (and therefore manpower count) to stay afloat. As technical staff and pilots cannot be done away with easily, the cabin crew have become the soft targets. The sight of Jet Airways cabin crews taking the street in October last year, in protest of the management decision to lay them off is still fresh in the minds of many. And if you thought that was a phenomenon far too impossible in the present times, the truth is - it is as prevalent! And all this put together have badly affected many air hostess training institutes around the country, whose businesses have literally hit the wall.

Over the last three years, prior to the sectoral crash, a plethora of such training institutes had mushroomed across the length and breadth of the country. Nearly 35 to 40 institutes with as many as 110 branches had spread their wings to fulfill the flying dreams of many aspirants. But failing to cope with the demand-supply mismatch, along with many students opting for better and more fruitful avenues, a number of them have been forced to close down shops. Flying Cats is no more, while the Air Hostess Academy (AHA) has closed down many centres.

Even Frankfinn, which operates through 110 centres and claims to have placed the maximum in the cabin crew business is facing the heat as K. S. Kohli, Chairman, Frankfinn Institute of Air Hostess Training worringly states, “We have registered a 10 to 15% decline in the number of new admission in the past two years. The bad financial state of the airlines and their rumoured retrenchment measures through reduction in the number of crew members per flight has developed wrong sentiments, thus affecting overall footfalls in the training centres...” A worse decline (about 25-30%) in the number of new admissions have been registered by many other such institutes. Even renowned names like Kingfisher Airlines promoted Kingfisher Training Academy, Maples, et al, are finding it tough to sustain during such trying times. In the face of such a predicament, the question is – what are the survival measures that are being adopted by these training institutes?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”

IIPM - Admission Procedure

IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

Saturday, February 20, 2010

India witnesses a shift in the mind-set of girls on marriage...


IIPM 3-year full-time Integrated (MBA BBA) Programme


Educated, economically sound and enterprising are the usual adjectives used for NRI men. Scores of Indian parents and girls have persistently sought out NRIs for marriage and until quite recently parents proudly boasted about their daughters being married and settled abroad. But now, this seems to be a bygone trend. Blame it on the global meltdown or the comfort and opportunities in India, girls in India are now preferring grooms based in their own country.

I remember my neighbour telling my mother about a suitable match that she’d found for her daughter. He belonged to a wealthy family, had a respectable job and was settled in UK. But her daughter was unimpressed and left her disheartened, though she did have her reasons all sorted out. “Why should I get married to someone where I’d have to give up on my high-paying job and start all over again in a new country where there would be hardly any scope of getting a similar job?” she would retort. “I would, instead, marry someone in India, continue my job and live close to my family.” This was not typically the case a few years ago. Dipankar Chakravarthy from Bharat Matrimony explained the psychology behind the fixation on NRI grooms. “A major chunk of South Indian population and people from Punjab look for grooms settled abroad. South Indians usually study IT and hope to establish a better career abroad, which is why they prefer marrying someone already settled there,” he said. The case of people from the North-western belt was slightly different. “Parents of girls who are barely school pass-outs are the ones who look for NRI grooms. This is mostly the case of people in Jalandhar, Ludhiana etc. For them, if their daughters are leading a comfortable life in a foreign country, it serves as a status symbol in their community.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS
IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

Thursday, February 11, 2010

People’s choice!

ICMR conducted an exclusive opinion poll across major Indian cities to find the people’s choice

King of loyalty brands
• LIC • SBI • TOI • Airtel • Maggi
For the second year running, LIC tops the list of King of Loyalty Brands. Recognising market dynamics, LIC changed gears from an investment body to a marketing one and that has worked wonders. Amidst volatility when FIIs fled the market, LIC invested in tumultuous times to restore confidence. No wonder when all players witnessed negative growth, LIC’s premium collection grew by 20%.

Most Visible Brands
• Vodafone • Airtel • Coca-Cola • Pepsi • Reliance Communication
Vodafone’s Zoozoos, Airtel’s celeb-overdose ads and Reliance Communication’s GSM foray made the three telcos the Most Visible Brands. Following them closely were the thirst quenchers Coca Cola & Pepsi. The former with its ‘Little Drops of Joy’ corporate campaign and Pepsi with its Youngistan campaign grabbed the eyeballs of all & sundry.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...

IIPM B School on Twitter
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS
IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes

Friday, January 29, 2010

Shipping Corporation of India Ltd.


IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes


Entry Price: Rs.120
Target Price: Rs.220
EPS: 18.32
P/E: 6.85
Time Duration: One year
Rationale: Though, the company has faced tough situation in last one year, when global trade came to the halt and Baltic dry index plunged 94% from the peak, but, the situation has improved from thereon and Baltic dry index has risen four times from low. Further, the company has ordered 25 new ships, which is likely to drive volume growth for it in next couple of years.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Detail of all IIPM branches
IIPM - Admission Procedure
IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS

Tuesday, January 19, 2010

A photo finish or...

Thanks to aggressive monetary stances and bold fiscal measures, the bottom of the global downturn finally seems in sight. Even the OECD’s composite leading indicators signal that the worst is over. But, the moot question now is how quickly economic activity can return to the pre-crisis levels. Though, different structural characteristics of key economies put them on different recovery trajectories, but going by the pace of recovery across economies one can easily figure out the three frontrunners – China, India and Indonesia – heading for a photo finish. In fact, galloping ahead with ease China remains the biggest and brightest example of the Asian growth miracle. After expanding at a breakneck pace during the boom, the dragon economy has managed to grow at a still-stunning rate in a year that saw most of its global peers falling into recession. “Though exports remain the only drag on China’s GDP this year, but the rise in domestic demand should more than offset the negative effects, allowing the dragon to continue growing at an enviable pace,” avers Sherman Chan, Moody’s Economy.com. Even, the elephant nation has shown promising signs in recent months. In the March quarter, despite a region-wide GDP slump or sharp slowdown, India’s performance remained steady. Indonesia, the largest economy in the ASEAN region, also rounds out the category of ‘lucky escapees’. Like China and India, Indonesia is forecast to expand at a solid pace this year, with more buoyant results in 2010. However, Japan, the weakest link in the region, still continues to crawl. Though, the Tankan diffusion index for large manufacturers, which measures business confidence in Japan, improved in the June quarter, but the rebound from a reading of -58 to -48 was far from reassuring. Nevertheless, the positive point is that all major Asia-Pacific economies are expected to grow in 2010.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
Follow Arindam Chaudhuri on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Friday, January 15, 2010

F@*%, I feel good!

Swearing can’t solve everything going wrong in your life, but it might just make you feel better!

“In certain trying circumstances, urgent circumstances, desperate circumstances, profanity furnishes a relief denied even to prayer,” said Mark Twain, and his thought has now been backed by a research conducted at Britain’s Keele University, where the researchers claim that swearing makes you feel better! It for sure is an effective way to vent out all your aggression and fear, but it might leave some offended and could make you seem uncouth too. Mood swings, jealousy, possessiveness, fear and unfavourable, unpleasant circumstances give rise to frustration and aggression, which increases irritability and leads to a strong build-up of emotions, which need an appropriate outlet. So, next time you are in a desperate situation, just let loose those favourite colourful metaphors! Just as Harman Rikhy, a second year Law student, says, “I swear and use foul language whenever someone rubs me the wrong way. It is better than getting into a scuffle or a fist fight and it definitely helps me in releasing all the built-up energy. I just simply blabber some foul words which rush into my head, and then later, most often than not, I am amused at the weird metaphors I used!”

Adolescents these days get in this undesirable habit at a very impressionable age. At an age when their young and innocent minds need to be nurtured and groomed, such habits ruin the overall persona of a child. Swearing for sure has its so called benefits of venting out anger, but it effectively damages the outlook and dignity of a person. “In severe cases, where children display a lot of aggression, we call it ‘Conduct Disorder’. It happens due to a cluster of symptoms such as inconsistent parenting, various inter-relationships, family and environmental problems, where the child resorts to screaming, using of weapons, breaking rules and displaying aggression towards people and animals. We often recommend ‘Behavioural Management’ to the parents and give them necessary counselling,” says Dr. Sonali Bali, Consultant Psychiatrist, VIMHANS. Dr. Sonali also feels that talking to a confidant is a better way of releasing stress than swearing.

A popular gesture doing the rounds is the one from the famous television show Friends, where the protagonists clank their fists together and convey the F-word without actually using it. Similarly, people have started using the word ‘Fish’ instead of the infamous F-word. Sugar-coating and refining one’s language wouldn’t help much when abusing, but it sure would help sustain a certain amount of dignity while in the company of a lady! Such a stress buster is a boon for those dealing with bursts of adrenalin rush.

Another interesting stress-busting technique owes its origins to the Greek, in which people are invited to smash plates, and so as they rid themselves of pent-up frustration, they also get to show how much they enjoyed the food! In other words, it’s a better way of getting rid of that built-up testosterone! This tradition may be getting phased out gradually, but even now many Greek restaurants are maintaining this tradition of controlled loss!

As it has been quite rightly observed, some folks just cannot keep off from swearing… like Mark Twain once said, “If I cannot swear in heaven I shall not stay there!”

Ravi Inder Singh

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Wednesday, December 30, 2009

CONSUMERS IN RECESSION


Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

The slowdown has not just blown away the bank balance of big corporate houses but also given a new definition to consumerism, says Naresh Gupta, EVP, Strategic Planning, Publicis India


Recession is the cyclone that has blown away the existing structures, markers and pathfinders. It has reorganised the landscape and consumers have been forced to reorganise their lives. As it happens, while adapting to a new stimulus, people give up a few of their old ways, and learn some new tricks. What has made this effort even more challenging is the fact that there are no previous experiences to fall back on. So we are seeing some major changes in behavior, which will have deeper impact in future, and some changes that are temporary and consumers may give it up, once the threat is over. Here are a few things that consumers are giving up. These are five behavioral trends that are driving our lives today.

Caution is in, optimism is out: India has been among the world’s most optimistic country. We have seen economic growth like never before, and future has never seemed as bright as it has in the past decade. This has lead to a constant search for new pleasures, new experiences and new beliefs. Category after category has been benefited with this optimism that the we have displayed. However, this optimism today is guarded. We are cautious, waiting and keenly watching what the future will bring. All in all, we have pressed the pause button. Thus, optimism is on hold.

Impulse is out, making choices is in: The shopping list has been trimmed down to what is needed. We are making hard choices, evaluating what we need to buy, and not buying whatever we may not need. Just a year ago we would not have blinked an eye and bought that car, Plasma or taken that foreign holiday. As we are relearning the paradox of choice, we are making choices.

EMI is out, MI is in: We had stopped buying a house, or a car or that home theatre system. We only bought the EMI. We always stretched ourselves to buy the bigger house, better car or powerful theatre system. The credit card was the currency and possession was the symbol. Recession has forced us to give up EMI, pack our credit cards, and learn to be frugal. What we look at is Monthly Income, and monthly savings. EMI has moved on to MI (monthly income).

Regular is out, bargain is in: Today’s shopping is all about bargains. Retailers are packing in freebies to lure the shoppers back to turnstiles. Movie tickets get you free popcorns, two shirts get you two more, cars get you free insurance, homes get you loan holidays. This has turned regular shoppers into bargain hunters. MRP now has no value; bargains are what drive the choice matrix. Will we now ever bother to check MRP? Image is out, image is in: Image has been a big driver of our lives. We have always wanted to display our success, progress and prosperity.

Recession or no recession, we will continue to display our progress and prosperity. If Image yesterday was displayed by ostentatious consumption, today it is displayed with being responsive and being caring. Image will continue to drive us beyond recession...

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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Thursday, October 15, 2009

THE LETHAL TERMINATOR

Shin’s visit to some villages is paying huge dividends for LG today. Here, he gives a few strategies that helped LG stay ahead

In May 2009, Moon Bum Shin, Managing Director, LG India visited a couple of villages in far flung areas. He wanted to get a handle on the needs and demands of the rural consumer so that LG could adapt their product portfolio accordingly. The result of that tiring yet illuminating journey is now ready. The Korean consumer durable behemoth is all set to roll out a 50-litre refrigerator (by the festive season) based on the insights that Moon Bum Shin gained during his rural sojourn. Wondering why we are telling you their future plans instead of throwing light on their strategies during the last year to beat the slowdown. Well, that’s because Shin and co. have followed a similar ‘insightful’ strategy even amidst the difficult times.

Ask Shin and pat comes the reply, “As an organisation we were well prepared for the slowdown. So we focused heavily on launching insight-based products and named them ‘Stars of India’, which captured the needs of the Indian consumers.” The head honcho of LG India goes on to elaborate the three-pronged strategy of LG during the slowdown months. The first, of course, was focus on product innovation. LG has injected investments worth Rs.60 crore in R&D over the last one year. Besides, the company also launched a strong retail drive, working hard on giving face lifts to all its retail stores. Not only that, LG’s corporate team went all out on imparting ‘product demonstration’ training to all its store employees. The bid was to equip them to better handle consumers. Explains Shin: “The revamp cost for retail stores was not high. But we spent huge money on training manpower. The aim was to effectively channlise our resources into brand building.”

The third strategy that LG adopted was to expand its marketing focus from merely urban to India’s vast rural markets, a move that increased their marketing spends by at least 10% during the year. Avers Shin, “We have leveraged cricket as a property very well during the last year with our ‘Lead XI’ campaign during the Twenty20 World Cup, where LG was the official sponsor. That association really helped us,” explains Shin. Not only this, the consumer durable major specifically targeted public sector employees as their target audience in the latter half of 2008, primarily wishing to cash in on the 6th Pay Commission largesse. These master moves have paid huge dividends for LG in the form of a smashing 18% growth in the first three months of 2009, much higher than other competitors in the segment.

Given the success of LG’s new rural strategy, honchos at the Korean major’s corporate headquarters are now aiming at about 40% sales contribution from rural markets in coming times. In the calendar year 2008, the company posted a turnover of Rs.10,730 crore. But now, LG has tightened its belt to increase that figure by 25% and take it to a mouth-watering Rs.13,000 crore by end 2009.

Did anyone ever really tell them about a slowdown?!

Neha Saraiya

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.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
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Friday, July 03, 2009

“Mistakes are made by all...”


Why has IIPM always been opposed to B-school rankings?

Though last quarter saw Vishal Retail taking a huge hit in profitability, it’s still not ready to bow down to the slowdown heat. But then, how? The Group President answers...

4Ps B&M: Have you scrapped the expansion plans of Vishal Retail given that the company’s profitability has been badly hit?
AK: We haven’t scrapped the plans, but have paused them for the time being. Our main concern at present is to improve our same store sales growth and also the company’s financial health. We have been growing at 100% y-o-y. In fact in 2008, Vishal Retail achieved a turnover of Rs.10 billion and we hope to take that number to Rs.14 billion this fiscal. However, we are facing a little problem on the personnel front. We had increased our hiring in the last quarter, because of which our employee cost had gone up tremendously. But, as of now, we are in the process of rationalising our employee strength and shedding off the excess flab.

4Ps B&M: What were the main reasons behind the whopping 86% fall in December profits?
AK: Our main sales in winters come from North India. But this year, the weather conditions were such that there was no winter. Moreover, we do not anticipate good results in the coming quarter too. We have a huge inventory pile up for the season and we’re determined to sell it off, even if it means selling at low prices to avoid handling and maintenance costs.

4Ps B&M: What’s the rationale behind centralising your warehouses?
AK: In our endeavour to consolidate our back-end operations, we have brought all our 22 warehouses across north, east, west and south under one zone. At one time, we had warehouses covering 1.2 million sq. ft., but now we have consolidated our operations under 4-5 warehouses spread over just 0.4 million sq. ft. This step will not only help in consolidating our supply chain management, increasing our operating efficiency and reducing costs, but also keep an eye on pilferage. In the bargain, we are even resorting to reverse logistics and have converted our cost-centres to revenue-centres.

4Ps B&M: What strategies are you adopting to induce the customer to buy from your stores?
AK: We are rationalising our SKUs and revising our price points. The prices at which we offer our products are the lowest in the industry and yet our quality is no less than any branded product. We are aggressively pricing our products to attract customers to our showrooms. When customers will come to our stores, we will introduce them to our private labels. Once a certain amount of confidence is generated among customers for our private labels, our sales will touch the sky and give a much required boost to our bottomlines. Moreover, as the awareness about our products increases, it will be easy for us to sell through distributors.

4Ps B&M: Any plans to tie up with local kirana stores?
AK: There is no such plan as of now. Currently our focus is on improving the same store sales growth. Rumours of our tie-up with kirana stores are doing the rounds in the market, but there is nothing in the pipeline as of now.

4Ps B&M: Are you in talks with banks to lower the interest rate on your debt?
AK: Vishal Retail has currently Rs.7.5 billion debt at 13-13.5% interest rate. We are in talks with banks to reduce the rate of interest and they’ve been quite positive so far. In fact, few banks have even assured us that they would drastically slash the interest rate.

4Ps B&M: Efforts by you are on to re-size and relocate your retail stores. Why such re-organising?
AK: There is nothing wrong in re-organising our retail set-up. Most of the other retailers are also doing the same. If by re-sizing or relocating the stores, we can improve our per sq. ft. return, then I would say it is a very wise decision. Mistakes are made by all and the need of the hour is to correct those mistakes. And we’re just doing that.

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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Wednesday, June 17, 2009

Alive and trying to kick their real (e)state of mind!


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

Real estate companies in India have failed to understand the magic of branding... Niharika Patra talks how this will bring heartaches, now and tomorrow!

So what’s a brand? Well, if you ask the renowned business innovator and author Stephen Sapiro, he’d probably shoot back – “No, it is not Nike’s ‘swoosh’. It is not McDonald’s ‘I’m Lovin’ It’ jingle. It is not Accenture’s Tiger Woods ads. It is not the design of my website or my ‘Unconventional Thinking’ tag line.” Well, he’d perhaps speak every word in the dictionary explaining what a brand isn’t, but does that answer your original question? Not really! Now to talk about Erik Hansen, Tom Peters’ brand manager. As he says, “[A brand is] what your customers say it is...” Well, that pretty much sums up our argument here – what the customers say it is... But there’s one community of traders that don’t appear very convinced by the power of the judgmental customers – the Indian realtors, whose lot needs to understand why branding in itself is critical to their existence. And if there are a few who do, they just don’t get the fact that one must use branding as a tool to ‘sell’ products, rather than waste resources in demonstrating that they’re still alive and trying to kick!

Loaded with attitude and being part of a market which is still largely unorganised, the real estate companies have failed to understand the true value of branding. What else could be expected from a sector where a majority of players do not believe in marketing themselves through means other than just word-of-mouth.

The basic problem is these players actually lack the foresight to understand the strong benefits associated with advertising. Well, of course we are not arguing about their lack of the microeconomics here (read ‘Advertising Elasticity of Demand’) but any sensible management rule defines marketing as an act that pronounces merits galore! Especially, at a time when global realty market is reeling under the weight of the financial slowdown, the large players should understand that branding is of utmost importance, especially when there are negative sentiments floating in the market; and thus their falling sales! Earlier dependent on just print media and supplements, thankfully some big names have started using media vehicles like sponsorship in cricket to build up on their lost images. DLF for example, has sponsored the DLF Indian Premier League T20, Tri Series and the UAE Cup and Emaar MGF tied-up with international cricketing events.

But despite the fact that of late, a few like DLF, Omaxe, Parsvnath, Unitech et al, have switched over to other non-traditional means of marketing, the basic problem lives on – i.e., customers even today find a mismatch in their branding promises and the products they deliver. Worse, the Indian reality market still can boast of numerous other players, who have failed to even recognise this fact. Even premium property sellers are not relying much on branding as a means to reach their costumers. Says Samarth Bedi, V-P, O&M, Mumbai to 4PsB&M, “Brands and branding do matter in whichever industry you go. And real estate is no exception. But the brand should communicate values and ethics behind it and marketing should not be used as a means to just talk about discounts (which most real estate companies actually do).” The importance of branding increases even more during the current crisis. Real estate has been badly hit by the slowdown. Reports suggest that the worst is yet to come for the sector as demand is expected to fall further. Fitch ratings predicts that the real estate market in India will continue to remain in the negative outlook zone for the whole of 2009, and only in the first part of 2010 would we see some recovery. Prices have already fallen and with supply exceeding demand by miles, housing prices will only get better for the consumers (the mid-segment has already seen a 10-15% fall while the upper segment has seen as much as 80% fall). In such a scenario, branding becomes even more significant. Says Pradeep Kumar Jain, Executive Chairman, Parsvanth Builders to 4PsB&M, “Branding helps reinstate customers’ confidence in real estate developers, more so in times of recession, when customers are skeptical in parking huge money.”

All said and done, it becomes clear that branding is important and does help improve sales. But the problem with real estate companies in India is that they are small in size and marketing is still at a very nascent stage. Unlike their Western counterparts, Indian companies don’t talk about any core value. Says Bedi, “There is no clear message that realty companies communicate to consumers through their ads.” For now, the realtors are showing real symptoms of ‘ambiguous marketing’, something that is as fatal as jumping off the 9th level of one of their tall structures. So there’s our verdict, – they’re alive, and they’re trying to kick, but how long...?!

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.
Detail of all IIPM branches
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION


Tuesday, June 02, 2009

Honey, is there a problem?


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

In a market characteriszed by a progressive consumer and rising income, broadband service has not been a particular success. 4Ps B&M’s Surbhi Chawla finds out why..

There are plans and there are visions. While the former involves the laying down of foundations for experiments to materialise, the latter envisages the ultimate culmination of the entire cycle of events. The government’s directive to achieve 20 million broadband subscribers by 2010 is an instance where the ‘plan’ fell short of the ‘vision’. According to a report by E&Y and CII titled ‘India 2012 Telecom growth continues’ in 2007 (termed as the year of broadband) there were only 3.1 million broadband subscribers, increasing to 5.8 million by the end of 2008. Going by the current growth rates, it is expected that there would be only 14 million broadband subscribers by 2010, missing the target by 6 million! In contrast mobile services are growing at a much faster rate, adding 15.41 million subscribers in January 2009 alone. As a result, takers for internet services are rising faster in the mobile segment than are for broadband services. “In India mobile broadband would be more popular,” informs T Ramachandaran, DG, COAI. In an evolving society, even though such anomalies can be attributed to consumer preferences, the reason behind the failure of a cheaper service vis-a-vis an expensive alternative is still unexplainable.

“There is no denying about the potential of broadband in India, the problem is that we do not have any infrastructure and it would be futile to advertise when you can’t deliver,” informs an insider from Reliance Communications (RCOM). This fact can be well-illustrated by looking at the definition of broadband. Broadband is defined as an ‘always on’ data connection that is able to support interactive services, including internet access and has the capability of minimum download of 256 kilo bits per second (kbps) to an individual subscriber. In sharp contrast to its capability, the Indian version delivers only 100 kbps. Also there are no real content that is available to the Indian users.

Even if the logic pertaining to an increase in the consumer base holds true, it is hard to ignore the fact that it is actually not possible for the private sector companies to offer entire junket of broadband services in India. Despite the vast fibre optics that these operators have already laid, they still do not have the last mile covered. Additionally, these telecos require multiple permissions in order to dig and lay new fibre optic cables, a situation which is herculean if not impossible. The only player that has these end points covered is state-owned BSNL. In the year 2004, Telecom Regulatory Authority of India (TRAI) had recommended that the state provider should unbundle these local loops in order to give access to the private players, but to no avail. The other option for connecting the fibre optical end points could be the introduction of WiMax but there are indications about the auctions being held before March 31, 2009 and it would be only by the beginning of 2010 that it would be functional.

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.
Detail of all IIPM branches
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IIPM - Admission Procedure
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IIPM : EXECUTIVE EDUCATION


Thursday, May 14, 2009

“Currency futures have boosted commodity trading”


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

Impact of currency futures is felt immediately as the three national online exchanges surpassed a combined peak daily turnover of Rs.3,000 crore within four months


V. SHUNMUGAM, CHIEF ECONOMIST, MCXWhile accelerating the process of economic growth and development of nations, globalisation has also exposed stakeholders in international trade to risks associated with global events. The western economic turbulence is sending shivers across domestic markets, virtually worldwide, reflecting in high volatility in the prices of goods and services.

What soon dawned upon the major economies is the thought that derivative instruments are the answer to such risks while markets become transparent and efficient empowering stakeholders. As these instruments are capable of helping the stakeholders efficiently mitigate risks, the large economies are fast resorting to exchange-traded derivative markets.

In addition to its risk-managing capability, exchange-traded derivatives across asset classes have also proved to be a stabiliser of price volatility in developed markets. The process of ‘price discovery’ that happens through convergence of information coming from a large number of heterogeneous participants on the exchange effectively does the same. The Indian government too gave its go-ahead for futures trading in a range of commodities in the local markets in 2002. The entire domestic commodity derivatives ecosystem has grown organically at a phenomenal pace ever since.

Although commodity futures bestowed immense benefits to the economic stakeholders in India, with currency futures yet to get the government nod till late 2008 it remained inadequate for all the traders dealing in global commodities. Rising volatility in exchange rates hurt competitiveness of Indian exporters and importers in an increasingly cost-conscious international market. And in a scenario where currency risks crossed national borders rapidly, an Indian exporter, despite being cost-competitive, was at a risk because the local currency could appreciate sharply from the very time he signed the contract to when he received the payment. The only option left for exporters and importers was to hedge their currency risk by widely using inter-bank OTC markets even though they were costlier, inefficient, plagued by non-transparency, scale effect, homogeneity of players, and last but not the least limited accessibility. Moreover, as global commodities constitute the bulk (80%) of the turnover of the Indian derivatives market, it was necessary that the commodity players were allowed to participate to send out the rich information of the real sector they carried for the market to discover the right exchange rate. So, currency futures had become a must in India.

In such a scenario, the government’s permission to start currency futures in India last year was a welcome step in linking the financial sector with the real (read: commodities) sector of the economy. The long-felt vaccum of currency derivatives as a risk management tool got immediately reflected: the three national online exchanges surpassed a combined peak daily turnover of Rs.3,000 crore in January within four months of starting currency futures. And it is hoped that growing participation and turnover in exchange-traded currency futures would justify the long-felt demand for this instrument in India, especially commodity-based companies, importers, and exporters in the SME segment who were so far at the receiving end in the OTC markets. Taking the SME segment participants closer to the commodities ecosystem via these currency futures would not only connect the segment of the financial markets to the real sector but also help equitably deliver the benefits to all the players.

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.
Detail of all IIPM branches
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION