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

Friday, August 02, 2013

Despite a spate of trade reforms initiated by the Ilo in recent years, the full realisation of union rights in west Asia remains a far-fetched dream

Limitations on the right to protest
The history of trade unions is a history of struggles for greater social justice and against dictatorship, both in societies and at the workplace. Often accused by their opponents of being unreasonable, unable to understand economics and dinosaurs of the industrial past, there can be no doubt in retrospect that in most battles trade unions have been on the right side of history.

While business has unhesitatingly engaged with dictatorships around the world in its pursuit of profit, trade unions were and are at the forefront of bringing about democratic change in many countries. The right to strike, a minimum wage, the eight-hour working day, paid vacations, social security – all are milestones in the long struggle of trade unions for social justice.

Notwithstanding a spate of trade reforms initiated by International Labour Organisation (ILO) in recent years, the full realisation of union rights in West Asian countries still remains a far-fetched dream.

This region has earned the dubious distinction of being a part of the world where exercising trade union rights amounts to fiddling with danger. In certain sectors, like the oil industry in Iraq and the construction industry in Bahrain, workers regularly complain of harassment and mistreatment. There have been many instances where governments have attempted to interfere in trade union affairs. In countries such as Lebanon, Iraq, Israel, Palestine, political tensions have severely hampered trade activities.

A common phenomenon in all these countries has been limitations on freedom of association and disparity between practices and ratified ILO conventions. As a result, the freedom to bargain collectively and right to protest is both severely restricted. Click here to read more...

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Saturday, July 20, 2013

The HR conclave by IIPM Hyderabad threw light on how an HR Professional can successfully became an investment in the present scenario

IIPM faculty member and head, Strategic Management Group, Prof. Rajat Shukal elaborated on the trend of outsourcing measure. He said that global trends indicated a growth of 37 per cent per annum in this sector. Prof. Shukal also shared demographic analysis of future manpower.

HR academicians present at the conclave had a brief interactive session with experts on how to achieve faster growth in the sector. Participants agreed that HR should contribute expertise in efficient and effective performance of work, to cut costs and maintain quality. The productive sessions concluded with a clear perspective. The conclave was successful in eliciting facts and moved the audience into thinking ‘HR as an investment’.

The entire event was successfully executed by the HR Club, chaired by Mr. Pankaj Kumar Yadav, also the head ofStrategic Management Group at IIPM Hyderabad, and his team, including Mr. Krishna Chaitnya, Mr. Shankar Babu, Mr. Uday, Ms. Rakhee Reddy, Mr. Trinath and Mr. Shaik Javed Ahmed. Click here to read more...

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Monday, March 04, 2013

Companies must adapt or change their business strategies to take into account the new realities of intense global and domestic competition

Globalisation, drive for quality, cost containment, market volatility, workforce diversity, the importance of knowledge capital, and the speed of change resulted in a closer scrutiny of training and development expenditures, with the advent of new technology. Despite its relevance, it raised a number of questions about the return on the training and development investments. There was a decreasing willingness to spend money on faith and an increasing pressure to justify training and development costs. In this context, it became imperative for those in the field to focus on evaluation of training and development and to communicate to the management that training efforts are making worthwhile contributions.

In this economic crisis, corporate training budgets are being tightened. A research by Josh Bersin, CEO and president of Bersin & Associates, shows that in the second half of 2008, corporate training departments had cut their spending on L&D by 12 to 18 per cent. The number will certainly grow as the crisis continues. There is a need for performance-driven and talent-driven learning so that the senior management could be educated about the short- and long-term impacts.

The L&D budget typically represents a small fraction of a company’s total revenue. Indiscriminate budget cuts can have a major impact on development plans and programmes, and yet it barely makes a dent in the company’s bottom line. For example, if an organisation eliminates or dramatically reduces leadership development training, it will see a reduction in productivity and effectiveness of its leaders.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict? asks Max De Pree. Click here to read more..

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Tuesday, February 05, 2013

ARKS Srinivas (CEO, VistaMind Education) shares that true potential of India can only be realised with education opportunities to the 600 million youth

Only 15 per cent of the population reaches high school and out of those, only 7 per cent actually graduate. Add to this the lament that out of these wonderful graduates (engineers and non-engineers), only about 10 per cent are really employable.

Infrastructure and teaching aids:
Infrastructure for education can be broadly divided into: physical infrastructure, study material and teaching aids.

While we have 6,00,000 villages inhabited by the 600 million young population (1000 students per village on an average!), there are not many schools to reach out to them. Most of the institutions are concentrated in the tier I and tier II cities. Even today, many villages are deprived of elementary schools.

The second important aspect of learning (apart from teachers), that of study material, is acutely lacking. While the government has made provisions for the midday meals, the same cannot be said about the availability of the textbooks and notebooks for studying. Add to this, there are no aids for the teachers to explain some fundamental concepts of space and time pictorially or through simulation (with the help of computers). Hence, the entire learning happens through a wasted emphasis on rote learning. Click here to read more..

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Monday, January 14, 2013

The HRD ministry recently presented before the Consultative Committee of Parliament the UGC proposals with regards to teacher training. The UGC had recommended establishing regional centres of educational management in IIM-Ahmedabad, Kolkata and Bangalore, and in the National University of Educational Planning and Administration. The second proposal was regarding establishment of centres of excellence in science and mathematics education in leading national level institutions. This was aimed at “development of specialised cadre of academy of teaching and teacher educators”. The meet also acknowledged the requirement of a mission on teachers in the wake of acute shortage of teaching staff in India. It also underlined the need for greater use of ICT in imparting teacher education.

Due to several reasons, some of them stated above, Indian universities have not been very successful in creation of knowledge. India needs to leap to its feet to disseminate and create knowledge at the same time. One way could be to invite foreign faculty to cultivate the research culture back home, for which India needs to realise the value for money spent and limit its intervention inside the classroom. The Right to Education Act to impart free and compulsory education to children aged between 6 and 14 is just the first step. The government has to ensure an education system that is sensitive towards teachers’ needs, imparts quality and value-based education across levels, and develops well-rounded students. It continues to be a long-chased dream though. Click here to read more...

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Thursday, December 06, 2012

What was the mantra adopted by the HR to ensure the company strategy and people strategy are in sync to create employee value proposition?

HR planning is the mantra to achieve any objective in a given time constraint. Within a limited time frame the management of TCS designed, developed HR strategies, plans and programmes to address gaps like hiring/staffing, learning, career development and succession management and put an end to it.

The company changed its hiring strategy and started focusing on real-time talent management. Employee engagement through employee inputs were solicited via annual survey PULSE, using company’s much-touted digital portal, ULTIMatix allowing them to seek feedback from employees. Apart from this, opinion poll, open-house sessions, process improvement proposals and exit interviews were other measures taken to give full importance to employees.

TCS also introduced stress management which encouraged employees to de-stress by participating in Fun @ Work. Picnic, parties and get-together were organised to encourage employees to see the absurdity in their thought process, perception, and behaviour. This effort led to the reduction of cost associated with absenteeism, turnover, and decreased productivity.

To motivate employees, HR executives conducted appraisal twice in a year, one in the beginning for existing employees and the other at the end for employees hired specifically for various projects.

To build a quality talent pool, TCS started multiple learning and development programmes without investing much on recruitment during this phase. Some of them are:
• Academic Interface Program: To bridge the gap between campus and corporate, TCS was involved in strengthening bond with the academic community and get the best talent.
• Initial Learning Program (ILP): New engineering recruits were given a six-week ILP that focused in transforming engineers, from diverse disciplines, into software professionals which led them to the TCS way of life.
• Foreign Language Initiative (FLI): It was started keeping in mind the importance of learning new language to ensure cross-cultural sensitivity and tolerance. It enhanced TCS’ global culture.
• Ignite: This six-month learning programme was a transition for science graduates to the IT industry and the corporate world.

TCS’ investment in learning and development programmes for employees, competitive compensation, efforts to create a compelling work environment, empowering employees at all levels as a well structured reward and recognition mechanism managed to bring down its attrition rate at 11.4 per cent in 2010.

HR today has emerged as a strategic partner, an employee champion, and a change agent for modern organisations. Attracting, recruiting, retaining employees have become necessary to gain a competitive edge, improve profitability, inspire and sustain employee motivation. HR is no more considered a peripheral entity and no more has to face hard times during recession.

HR’s involvement is imperative to improve overall performance of an organisation and is considered an integral part of an organisation. Read more...

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Monday, November 26, 2012

Removing the changeblocks together

Change in simple words is becoming different, but it is easier said than done. Often people resist change because it necessitates movement from a current comfort level to a state of uncertainty and insecurity. The reason is, transformation happens not just for a process, system or practice but it calls for a behavioural change involving values, attitude, identity and belief. However, change is a positive scenario that enables growth, adaptability and competitiveness. In fact, change in an organisation helps to bring in new perspectives. It is a process that involves unfreezing, moving, and refreezing of values, practices, and procedures within the organisation.

With the system and process that facilitate the business change it becomes imperative to handle the softer issue of the people, since change is not self-initiated. Handling resistance, perceptions of change and mobilising the change within the employees create confusion. It is the time factor that enables organisations to work through change.

To meet the challenges of change and win over time, it is vital for organisations to effectively position the change against time. Establishing and reinforcing the vision, removing barriers and tightening the sense of oneness and belongingness expedite a positive change.Read more..

Thursday, November 22, 2012

Organisation’s Compass

Prior to joining Ricardo, Mr. Dave Shemmans was operations director and co-founder of Wavedriver Ltd., a subsidiary of PowerGen plc. Dave, a Harvard graduate, is a member of the steering group for the UK government-sponsored New Automotive Innovation Growth Team. 

Q. How can HR sync its productivity with business needs?
Dave: Ricardo is a global business that is knowledge-driven and people-led. It is essential we focus on attracting and retaining the best talent. The HR function is thus mission-critical to us in developing and retaining the talent and accumulated knowledge on which our business thrives and on which its future depends.

Q. Can HR influence overall strategy and results of a firm?
Dave: HR is central to development and implementation of the corporate strategy. This is reflected in our “Right Team and Right Culture” strategic theme. We aim to seek out the best available talent externally through our internal talent management and development programme.

Q. Has HR successfully prioritised profit and loss over technical and political correctness?
Dave: The way this is often represented is a false dichotomy. In all regions that we operate in, there are societal norms and expectations, and national employment regulations that will apply to all market players. A well-run business respects its customers for their business, its investors for their capital, and its staff for their contributions. Read more...


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IIPM strong hold on Placement : 10000 Students Placed in last 5 year
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IIPM : The B-School with a Human Face

Thursday, November 01, 2012

William Greenhalgh (CEO, Human Resources Professionals Association) suggests HR executives to be more assertive in having their voice heard around the table as their issues get sidetracked in the heat of the battle

Q. How can the CEO and HR find a common ground?
A. HR must be the trusted advisor to the CEO and ensure flawless HR processes. The CEO has to know that HR has the interest of the company at heart, will be honest and fearless to suggest what is best in the company’s interest.

Q. How should HR manage the change programme during crisis?
A. CEOs want HR with a toolbox of change management practices, a consulting mindset, and a strong understanding of how compensation and performance management can be used to support change. The HR also needs to be a translator and interpreter of the CEO’s communications.

Q. How can they jointly create a healthy corporate culture?
A. Success or failure in any company depends on the quality, commitment and drive of its employees. Most CEOs understand that but often neglect it. It is important that they schedule regular reviews of the people performance, succession planning, and the future talent management plans based on the direction of the company. The company will also reflect the values of the CEO so it is important that he or she behaves in a way consistent with the culture. Click here to read full interview...

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Thursday, October 25, 2012

KUNWER SACHDEV, CEO AND MD, SU-KAM POWER SYSTEMS LTD. The Gift Of Life

Passion is… involvement and focus.
Processes and systems are important since… they are the only long-term solution.
I am most influenced by… Ratan Tata.
People are my most important asset because… they make or break the organisation.
My idea of a reward for a job well-done is… a pat on the back; appreciation in public.
Employee attrition can be handled by…involving and engaging employees.
The secret for a business’s quantum leap is… continuous evolution and learning.
Leadership is… being the role model.
My most cherished possession is… my company’s R&D.
On your bookshelf, you’ll find… The Drama of The Gifted Child; The Forty Rules of Love; and, Gifted Grownups.
My greatest extravagance in life is… the life I am living.
My dreams for tomorrow are… to try and do things today.
The most valuable lesson I have learnt is… look at things from others’ perspective.
The most important quality that youngsters must imbibe is… stability, be it in relationships or at work. Click here to read more...

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Thursday, May 17, 2012

Patriotism as the big idea !

Are patriotic ads necessary reminders to today’s consumerist and self-absorbed generation about the history of our great Republic and her Founding Fathers? Or mandatory, annual exercises of lip-service following tradition, in typically sarkari manner? 4Ps B&M’s Consulting Editor Monojit Lahiri attempts a checkout.

It’s really quite interesting … and not at the same time. Every year, each time a birth or death anniversary comes around, the nation suddenly goes freeze frame on all scams and consumerist distractions, and slips into the (studied?) sombre, restrained, sober patriotic mood defining the moment! PSUs and corporations (forever on-the-make) quickly leap on to this bandwagon with ads eulogizing the theme of the day and connecting it – with different degrees of credibility and success – to their organisation’s brand values and vision. Question is: Is this for real? Genuine pieces of communication celebrating the spirit of a momentous day with galvanizing, insightful, uplifting & creative evocation of words and visuals that touch a chord... or merely hollow posturing, doing the done-thing for the sake of political correctness?

“It’s plain, unadulterated waste!” 20-year-old Akhilesh Varma comes on strong, firing on all cylinders convinced that this “humbug has just got to stop!” The Pune-based MBA student’s take is simple. The intent is all wrong. “Do these PSUs and corporations really understand, care and feel the importance of this day? For them it’s a platform to advertise/publicise the connect between the occasion and their organisational product/brand, values any-which-way, and this is clearly evident from the amateurish, predictable, boring sycophantic prose and corny visuals presented. Who commissions them, who creates them, who looks at them, reads them and remembers them must remain a closely guarded secret between them... And does anyone give a damn about these ads the next day when they grace the-dustbin?!” says Varma.

Celebrated dancer and passionate champion of Indian art, culture and tradition, Sonal Mansingh however refuses to be cynical or irreverent and brings her own spin to the table. In fact, she raises a counter-question. “Why do we remember or commemorate birth/death anniversaries of our parents, grand parents and loved ones? Do we remember them, everyday? Why do we celebrate festivals relating to Lord Rama, Krishna, Ganesha and the entire pantheon? Are they on our radar, all the time? No… but there are two simple reasons. One, because it is a part and parcel of our rich, cultural heritage and ethos… something that is an intrinsic part of our DNA. It comes naturally to us, Indians. More importantly, in an increasingly Google-driven and technology-led time with consumerism’s signature tune of I-me-myself blasting away, these ads epitomize the values and vision of our great departed leaders, what they lived… and died for. They serve as role models and inspirational benchmarks so critical in today’s materialistic and confused times. It tells us that human values of love, courage, truth and pluralism make for a rewarding life. I believe they should be viewed positively and there is much to be learnt from these ads,” Sonal tells 4Ps B&M. Filmmaker Muzaffar Ali agrees. While he concedes – being an ex ad-man himself! – that many of these species may not quite make the cut as torchbearers of great advertising “the heart is in the right place and the intent is spot-on. That matters most. What’s wrong in using these events to showcase our amazing composite culture and all that a true great Republic and Democracy symbolizes? I know patriotism may not be as cool as Kolaveri D, but to mock and ridicule these ads is poor form.”

Neither veteran advertising professional Tara Sinha nor Ogilvy’s Executive Creative Director Sumanto Chatterjee unfortunately are on the same page – or book – with the arty twosome. While Tara believes “it is a colossal waste of taxpayers’ money and reams of newsprint with zero returns,” Sumanto admits, “it is silly posturing and shadow boxing with communication capsules that strain, mostly unsuccessfully, to achieve a cosmetic connect between the organisation/brand and the event of the day. Totally unconvincing and irrelevant, they usually end up devaluing the entire meaning of the occasion.” Both believe that it would be far more effective if the money spent could be used for people-specific, community-related programmes addressing key causes and concerns to better their quality of life and god knows, there are scores of them! “Event management not brain-dead advertising is the need of the hour,” says Tara.

So what gives? While it is unfair to totally dismiss all ads and communication appearing on these days as garbage, a serious rethink and review by the powers that are is definitely in order. After all, surely these ads have an agenda beyond blindly following herd-mentality, as suggested by their acerbic critics? Mile Sur Mera Tumhara… Hamara Bajaj, Pepsi’s amazing freedom ads commemorating India’s 50th year of Independence are some outstanding examples of how to achieve a memorable brand-fit that enhances brand equity of the product while not devaluing the essence of the occasion. The critical task is to convert this challenge into an opportunity that resonates with the reader in an engaging way. After all, don’t special days warrant special ads?

Can they do it? Will they do it? Let’s wait and watch...

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

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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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
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

Friday, April 13, 2012

Emerging Online Retail Trends

Smartphones, Tablets and Internet...all of them are changing the consumer’s shopping experience for ever. As gadgets find more takers, shopping through devices is hitting new highs. While 17% of the U.S. tablet users check out products through their devices on a daily basis, close to 13% of the U.K.’s smartphone users have started doing a real-time price comparison on their handsets. And 36% of smartphone users in the U.S. buy products through their phones while present at stores.

Phone shopping on the rise

A survey conducted on UK-based consumers, who use smartphones, found that the most common use is to find out a store location, while taking a picture of the product remained the second most popular retail-related activity performed on smartphones. A look at the top 10 activities indicates that users are increasingly using their smartphones to gather information and key details of products before purchasing products and services. This is evident from the fact that activities like contacting friends and family via text, comparing prices and finding best buying deals via smartphones are on the rise.

Using tablets for shopping

Nearly half of the tablet owners in the U.S. made a purchase on their tablet indicating the growing importance of this media channel to the e-commerce market. For that matter, tablet users exhibited considerable use of their devices through out the purchasing process. While 56% looked up for product and price information for a specific store, close to 54% read consumer reviews and ratings before they purchased. Considering the increasing use of tablets, for retail brands, the platform may soon become a very critical part of their comprehensive digital marketing strategy.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM in the league of best management institutes of India.....
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
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

Thursday, March 22, 2012

How Customers Influence the Evolution of New Products

Innovation is happening all around. But companies that are careful in understanding how consumers use a particular product are the ones which succeed in the long run.

How customers use a technology generates important information about its performance, design, and operational characteristics. As customers began to use the automobile in hilly and wet terrains, for example, they learned about issues with waterproofing and engine power. What customers learn plays an important role in the technological development of the product.

However, customers may use the technology in different ways. Previous research observed that urban customers used the car primarily for transportation, but some farmers used it as a stationary source of power on the farm. Often, these various applications converge to a dominant use of the technology – transportation still is the primary use of automobiles. Nevertheless, variation and dominance in use influence what is learned and expected of the technology, influencing subsequent technological changes.

Prevailing theories on innovation and industry change explain technological development as an evolutionary process in which certain technological designs get selected and retained. Early on in the automobile industry there were several different engine designs, but the combustible engine emerged as the dominant design within the industry. The selection and retention of certain technological designs significantly impacts competition within the industry and influences which companies thrive or fail. However, these theories focus on the technological development within an industry without paying much attention to the learning processes associated with customers applying the technology.

In my research titled “Dominant Use, Technology, and Industry Evolution,” I consider the role customer learning plays in this evolutionary process, in particular, the effects of variation or dominance in use. Establishing a dominant use during the early introduction of a technology helps establish its agenda and stimulates industry growth. If the dominant use persists, it further reinforces the technological standard. However, extended use of a technology can facilitate customers learning new uses that change how they evaluate it, leading to new market opportunities. Finally, the competitive impact of a radical new technology depends in part on how customers actually use it. If customers use the new technology as they did the old, then established firms have an advantage even if they have difficulties developing the new technology.

To illustrate his point, I extensively analyse the history of how the manufacturing industry used manufacturing planning software – applications that help these firms plan and manage the production of their products. Records of meetings of industry professionals and contemporary surveys, as well as data from industry analysts, software firms, and consultants, makes a case for why competition within industries like software is best explained by looking more broadly at how customers actually use the products.

Dominant Use and Software Industry Growth

The manufacturing industry’s use of planning software can be divided into three evolutionary periods: 1954 to the 1970s, when software was first introduced and culminated with Material Requirements Planning (MRP) becoming the dominant use; the 1980s, when manufacturers expanded their use; and the early 1990s, when a radical technological change occurred and Enterprise Resource Planning (ERP) emerged as a dominant new use.

When the computer was commercially introduced, large manufacturers were some of its earliest adopters. To make these machines useful, they developed many different software applications, including manufacturing-oriented applications. These early adopters were concerned about managers thinking that these programmes would replace them, so they purposely focused on automating existing routine tasks. General Electric’s well-publicised implementation at its Major Appliance plant in Louisville, Kentucky, in 1954 exemplified this perspective – it focused on “eliminating the drudgery of office work” and avoided automating managerial decision processes in fear that the manager would “throw his hands up in despair.”

Surveys during this time indicate that manufacturers implemented a wide variety of software applications, ranging from inventory control to machine planning to production planning systems. By the early 1970s, however, this variation started converging toward the dominant use of MRP, largely because of the efforts of the “MRP Crusade” by the American Production and Inventory Control Society. MRP represented a new methodology to manage inventory requirements, and the software systems integrated managerial decision-making with the routine tasks. By 1975, it was estimated that 700 manufacturing firms had implemented an MRP solution.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM in the league of best management institutes of India.....
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Thursday, February 16, 2012

Advertising - Hotspots and Rankings - They came, we saw and everybody reviewed!

An ad is a product of painstaking craftsmanship. Various elements, ranging from positioning of the product, clarity of the idea behind the product to visibility of the brand, its persona and the power of communication have to be intelligently weaved together. But while some ads manage to rewrite preset creative benchmarks, some go the wrong way, fall by the side and fail to excite viewers. In this section, we review three ads that came out tops, for the right and also for the wrong reasons.

Almost there

Advertiser: Indigo Airlines
Baseline: On time
Agency: Wieden+Kennedy

4Ps B&M Take: To be honest, we really didn’t want this ad to be on this side of the table. Having fawned over it for a week, not ranking it as one of the top three hurts us. But there is a reason behind this decision; we might like the creative, but then it has to also be ranked from the perspective of how well it was comprehended by the target audience. You see, for the whole first week we coincidentally saw this ad on muted TV sets (in our office), thus getting attracted by the visuals and visuals alone; with which we still don’t find any fault. In fact, the concept of a flight crew doing a charged up Broadway musical to explain the vision and mission of the airline along with its working procedure, advantages, expertise and a subtle brief on the services that it provides makes for a very interesting watch (but of course, copied from the Facebook ad). Wieden has adopted a very fresh approach to airline advertising; moving away from the industry standard of showcasing the aircraft fleet with the crew donning a very professional and boring run of the mill demeanor. Not only is it drawing everybody’s attention, but it has also managed to reach out to its target audience – the well bred frequent fliers – and convince them to at least give them a chance. It scores huge on brand recall; but some would argue that the commercial is a tad too long. And if you happen to be in front of the TV for more than an hour a day, chances are you would have seen this commercial several times and that is when it starts to lose its appeal – although the girls featured look as attractive the nth time as they did the first time (duh! but yes, we love them!). Add to it the fact that there’s practically no levity. Outstanding cinematography, super positioning, zero humour, and they missed the top 3!

Watch out for that rock

Advertiser: Big Rock
Baseline: Fashion, Budget Shaadi
Agency: Ideas@Work]

4Ps B&M Take: Our views on this advertisement are not a result of an urge to whine. The complaints are inspired solely by the advertisement. Starting with a bad concept followed by poor execution, the ad is further marred by a poor sense of humour/unappealing cast. No matter how hard you try, it becomes extremely difficult to justify the logic behind this commercial. Why would you be interested in watching someone styling the chest hair of his customers on TV, no matter how imaginative the designs might be? And just how does it connect to the brand to be promoted? For almost the entire campaign, you are left wondering about the purpose of the advertisement, if not to sell some new form of hair trimmers that style only your chest hair. The only way the ad connects with Big Rock is that the viewer is hit by a big rock when he learns of the true intent and purpose of the advertisement. Equally bad is it’s sister commercial themed on budget shaadi. In this one, you can’t even comprehend that there is a budget shaadi going on, let alone realise why such a wedding was depicted. The idea of showing weird businesses is really to convince viewers that any business can work with a website (like it did earlier). But chances are high that you will change the channel before the message can be driven home.

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 B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM in the league of best management institutes of India.....
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
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

Tuesday, July 19, 2011

MARUTI AND VW TWEEK SMS MARKETING WITH AN INTERACTIVE TINGE TO MAKE IT WORK BETTER

SMS Marketing is enjoying its time in the sun for indian firms. But the Dark ‘Spam’ Clouds on the Horizon Persist

There is an obscenely high probability that the last text message you received, which purported to market some product or service for your brilliant benefit, was summarily deleted from your mobile’s inbox within two seconds of your reading the initial lines. If the response rates are so low, how is it that companies – and leading ones for that – are still opting for sms marketing? Does sms marketing hold promise as a relevant marketing tool?

“Cost is one big factor which is attracting many companies to use SMS as a medium to connect with the consumer,” says Monik Mehra, founder of My SMS Mantra, a New Delhi based sms list broking company, which provides sms push engines for companies like Cantabil India. List brokers like My SMS Mantra have now mushroomed like nobody’s business as they have large verifiable databases of mobile subscribers. The better ones even have demographic data on such subscribers, making the SMS marketing engine more target effective.

Irrespective, with the increasing use of this medium by the real estate, retail and stock broking industries, SMS Marketing has taken in the tinge of spam marketing. “Often, the consumers simply delete the text even without reading,” shares Anuj Kumar, ED-South Asia at Affle, one of the leading mobile media and marketing solutions companies.

Industry watchers expect the spam trend to continue, more so as demographic filtering of the subscriber data is not of the highest quality. The realty sector has been one of the perpetrators of this spam issue. Accepts Ravi Saund, Head-Business Development, CHD Developers, “Out of the total texts we send, only 10% consumers revert and out of those, close to 10% convert into a final sales,” adding that people have clearly started getting irritated with the concept of SMS marketing. Saund laments the absence of demographic profiling, mentioning how globally, database selling is such a huge business proposition because of the simple fact that the data is available based on various parameters. “India too, will have such a scenario, but only in years to come,” says Saund.

Still, several players from the automobile industry, like Hyundai, Tata Motors, Volkswagen, Maruti Suzuki etc back SMS marketing to the hilt as even one conversion is a bonus for them. While Volkswagen used SMS marketing to increase awareness about the Polo on a huge scale, market leader Maruti Suzuki has also started marketing via texts recently. “The response of SMS marketing activities have been better than expected. In fact, it can be explained by the high cell phone penetration and its frequent usage for all kind of information and interaction,” says Lutz Kothe, CGM – Marketing, Volkswagen Group Sales India. Maruti Suzuki on its part launched an SMS contest for Eeco, which generated a record 2.4 lakh entries. “As it offers a decent cost-value relationship, we also use it for our after sales services,” mentions Shashank Srivastava, CGM – Marketing, Maruti Suzuki India.

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 B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM in the league of best management institutes of India.....
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