tag:blogger.com,1999:blog-76280295796674992442024-03-14T15:33:29.883+05:30The Fascinating World of Marketing<b>K.K.Srivastava</b><br>
(An IIPM Think Tank Blog)K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.comBlogger37125tag:blogger.com,1999:blog-7628029579667499244.post-88877388154142027162013-10-24T11:32:00.000+05:302013-12-23T11:35:44.282+05:30CULTURAL MISHMASH AND SINOCCENT GENERATION<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>Indian youth is an interesting mishmash of global and local culture, someone who’s being nurtured under the shadow of a culture in transition. The sooner the marketers realise this, the better</b><br /><br />Sholay, one of the most iconic brands in Indian cinema, will soon be launched in 3D. The proposal to incorporate an item number featuring the flavour of the day was shot down promptly as was killed the idea to trim its length (162 minutes) for the contemporary audience. Why? Because such brands need no remodelling. In fact, one of the charges levied against the epic Indian television series Mahabharat launched by Balaji Telefilms was that it flopped because it tried to modernise the story. When Star Group premiered Devon Ke Dev... Mahadev on Life OK it tasted runaway success, even among youth. Shiva is being projected in the serial as a cool dude (excuse the expression) whose story offers simple parallels to modern life. Son-in-law versus father-in-law, conflicts with wife, problems with son for an alpha male. He is the heroic outsider to the society (like a Superman) who rescues it in times of peril. Like today’s youth, he personifies rebellion, with matted hair, on drugs, and is a brilliant dancer. Yet he is imbued with contemporary values like treating his wife as equal. He warns Ganga, while she is descending to earth, that people will exploit her precipitating water wars and environmental problems. Again, a modern twist to an epochal tail. So, while Lord Rama is too perfect and divine for today’s youth to emulate, Lord Krishna’s stories have a complicated narrative he being simultaneously a lover (of Radha and gopis) and a master strategist (to Pandavas). The simple takeaway is that although the cultural values are still deeply ingrained, they are in transition.<br /><br />For the goldfish generation (a goldfish has a very short attention span) short-term relationships are proliferating while long-term commitments are being postponed, yet surely not shunned altogether. Live-ins and premarital conjugal relations are no longer big deals even in small towns. In a survey done in 40 small cities by makers of the recent Bollywood film Shuddh Desi Romance, 50% respondents believed that an adult virgin girl is too old fashioned. Yet 55% wanted a virgin wife notwithstanding the fact that 51% would not mind premarital sex. So even if 80% parents paint live-ins with a stroke of immorality, 52% youngsters would not mind trying a hand at it in small towns. For they believe that live-ins are more democratic whereas marriages are afflicted with the malaise of domestic violence. Yet they accept marriages as a long-term institution, are caste oriented, very religious, and still believe in traditional norms and values, such as patriarchy. Indian youth is an interesting mishmash of global and local culture, someone who’s being nurtured under the shadow of a culture in transition.<br /><br />After the unexpectedly huge success of Mahadev, the television serial, among youngsters Star channel got emboldened to launch Mahabharat. But it consciously decided to refrain from modernising it beyond some cosmetic twists. Instead it opted to use technology to appeal to the ‘tradition bound’ society. It has constructed Mahabharat museums in major malls to showcase select weaponry, jewellery, finery used in the serial. In some colleges it provides virtual wardrobes allowing youngsters to dress up like the characters in the serial and upload these images on social networks.<br /><br />Indian youth supports modernisation (a combination of westernisation, secularisation, and industrialisation) so long as the traditional value system is not affected negatively. He welcomes McDonald’s in India but rejects the westernised system of course by course meal, retaining his preference for a Thali. He wishes to break free yet wants to remain anchored to his heritage. So live-ins also mostly culminate into a marriage. Indipop sells well. There exists a deep-seated core culture; away from it, however, is a spectrum of variation. Instant noodles, pizzas, or momos gain currency as long as they are offered as occasional indulgence but not part of the main menu.<br /><br />Veronica of Cocktail, the Bollywood movie, was rather unsure about settling down in a relationship. Saif, a great flirt, eventually opts for her more traditional friend for marriage. And surely you noticed that Saif had the prerogative to make the choice – Betty or Veronica. Similarly, Bunny in Yeh Jawaani Hai Deewani has a flawed character, is commitment phobic, but in the end unites with Deepika. While we are reflexively trained to keep the opposite sex at arm’s length, now the modern dance forms – which extend invitation to get close and stimulate passion – are also being practised. Close coupling is not so much frowned upon. Shava Shava is giving way to steamy Salsa, crossing social barriers. No doubt the salwar kameezes are being replaced by evening gowns, hip huggers and heels. But marriages still have to be solemnised in bridel lehngas and traditional jewellery! <br /><br />In July this year Thrill, a mobile dating app, debuted in India based on two simple premises. One, that youngsters here are not looking for immediate marriages and are searching for friendship and intimacy across their screens (mobiles). And, two, while these youngsters are a lot more comfortable with the idea of dating they feel the need to be extra careful. And soon Thrill felt the need to customise features according to typical Indian demands, such as providing match making (between potential dating partners) based on their horoscopes compatibility! In Kerala where earlier marriages used to be a spartan affair, now the consumerist culture has set deep; marriages have become very lavish, as it was always in North. And yet, ironically, there is an accompanying growing obsession with the performance of rituals with utmost purity. So there is an increasing demand for both a wedding planner as well as priests to chant vedic mantras.<br /><br />Navratras in North are no more about having traditional fare including Kuttu atta puris, saltless potato chips, or vrat wale aaloos. Instead food chains, including five-star restaurants, offer rösti potato and spinach ragout, Spanish patatas, bravas, French cottage cheese crepes, calzone pizza, and cheese risotto. But ingredients have to be buckwheat, pumpkin and other veggies, and of course saindha namak! Contemporary twist to traditionality.<br /><br />The dusky beauty, Nina Davuluri, the Miss America 2013, stands no chance of winning the Miss India contest unless she lightens her skin a fair bit, since in India, if comparison with the last 10 winners are any guidance, beauty is all about being fair. What’s more? Now for even men ‘fair is handsome.’ Black is hardly beautiful. So a whitening underarm cream, and, horror of horrors, a fairness cream for even the most intimate feminine anatomy is being pedaled by intrepid marketers.<br /><br />Culture has to be perceived as a dynamic succession of overlapping ideologies rather than being a static unity. It is a flow, having three stages – residual, dominant, and emergent. Juxtaposing these labels onto various market segments explains their true behaviour. The liberalisation generation stands for an emergent culture, but with an amalgamating effect of residual and dominant culture. So, you may listen to pop music and sink your teeth into junk western food, but you can’t lose Indian touch. Honey Singh will any day outscore Justin Bieber, and pizzas will have Indian toppings. No doubt, the external appearance and duties of an Indian woman may have changed, but she still has to be a homemaker.<br /><br />Marketers, are you listening carefully? Sinoccents, the generation Yers, may not be a confused lot; surely, however, they are being pulled by opposing culture forces in different directions. Titan Industry has to hawk both the Fastrack and the Raga range of watches. Double Tree of Hilton chain has to customize pizzas in its Italian restaurant according to religious sensibilities of fast observing youngsters during Navratras. An Audi has to come with a remote controlled music system since the owner likes to be driven around by his driver in a feudalistic society. Evolution, as against revolution, rules the market.</div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com1tag:blogger.com,1999:blog-7628029579667499244.post-27372543720601360212013-07-22T11:25:00.000+05:302013-12-23T11:29:36.037+05:30BRANDS THAT DELIVER<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>Position yourself at a unique but relevant point in the customer’s mind map; else your brand will merely resemble a blip, hanging like an albatross around the marketer’s neck</b><br /><br />Zara arrived in India in 2009. By 2012-13 it was making Rs.45 crore per store, the highest among all the retailers. It of course follows the same formula in India as in the rest of the world: offer affordable, copycat versions of the latest fashion and make them available to the shoppers in double quick time. A true USP does help, though sometimes quirkiness itself may work too. At Ka Tron restaurant in Thailand customers are treated to the bizarre sight of loading cooked chickens into a catapult and firing them across a stage where they are caught on a spike by a waiter riding a unicycle. Cabbage & Condoms, another one at Bangkok, serves noodles alongside sexual health and family planning advice. Once the customer has paid he gets the change back with a complimentary condom.<br /><br />The idea is simple. The marketer seeks to provide a unique experience either by offering something the target customer has not partaken earlier, or by enacting an unusual performance, or by even a quirky – bordering on bizzare – but eye catching mock up. Else you adapt. The mother of all romance books (Mills and Boon) has decided to go desi, even vernacular, with titles like ‘Punar Milan’ and ‘Raaste Pyar Ke’. The new titles are customised for Indian readers to cater to their psyche. And in India since romance cannot be separated from Bollywood, Lootera film characters are being featured on the cover of a special edition besides being part of two stories. Virtually all international luxury suiting brands offer made-to-measure option since readymades don’t necessarily fit the pot-bellied Indians.<br /><br />In case you still haven’t caught the drift what we are trying to spot light it is: how a brand can deliver value through market differentiation.<br /><br />A brand acts like a clutch for the customer in the sea of myriad offerings. As competitive claims assail his senses the buyer uses a complicated decision making process to assess the alternatives available before finally voting for one. More clearly the brands are associated with a particular set of attributes – in terms of deliverable credible benefits – the quicker becomes his search process. Instead of having to compare every variable about one product with other competitive offers, he uses his personal Gestalt of each rivaling brand to compare them. The challenge for the marketer, therefore, is to use the tools of branding at his disposal to ensure that the most superior bundle of benefits – from customer’s perspective – is embedded in his brand (see figure 1). For that the seller must position the brand in the customer’s mind in a distinctive slot – far removed from rival brands to stand apart yet be close enough to meaningful benefits to provide unmatched value. And as we mentioned earlier this benefit package need not necessarily be served on a functional platform; rather it can come alive through an unusual performance or quirky experience. And of course, since customer is not merely benefit seeker but a value hunter, the benefit package must be delivered at an appropriate price point. Through this process the marketer must create expectations of particular level of value from his brand- and exceed these expectations. The road to customer value lies, therefore, in positioning the brand uniquely on the customer’s mindmap.<br /><br /><br /><br />How do you then add value through positioning? Well, this can be accomplished by following the process outlined in the figure 2.<br /><br />Thus one way is to extend existing value dimensions. Among other things this can be done through more authentic delivery of attributes and benefits. Priyanka Chopra is getting into the skin of the Olympian boxer Mary Kom’s character by living with her and learning boxing. Deepika Padukone delivers her lines in heavy duty South Indian accent in Chennai Express. Then there was immortal characterisation of Amitabh Bachchan as a progeria ridden child in Paa. The characters acquire appropriate physique, wardrobe, hairstyle, and the accent. Earlier masala movies always customised their characters according to the star essaying the role. But now Farhan Akhtar, for his screen avatar of Milkha Singh, trained extensively on race tracks, underwent high altitude training, developed the same body structure, stance, and running style as that of the athlete. He worked out to acquire a ripped body with less than 5% body fat. Kai Po Che, Chashme Baddoor, Jolly LLB, Ashiqui 2, all small budget films did well at the box office due to quality content. Lootera characters being 1950s vintage wear clothes that were fashioned after rummaging through old Calcuttan zamindar families’ albums, portraits, or ever the actual costumes of those times. To give the clothes naturally aged and home washed look they were repeatedly washed at a dhobi ghaat (and not in a laundry) but not ironed so as to give them a naturally crumpled look.<br /><br />Alternatively, you can create new value dimensions. Instead of simple love stories now cinema goers prefer romance laced with other undercurrents. Lootera is positioned as a crime thriller, while Shudh Desi Romance tries to understand how modern lifestyle is seeping into the simplistic small town set up and violating time-tested values like love, trust, and commitment. Old hits are being remixed with new sounds and English lyrics so as to suit the younger audience since a major utility of a Bollywood song nowadays is to serve well as a track for dance floor. Since the movies are getting real, more and more gray characters, appearing as anti heroes, are able to connect better with the audience who is looking for something unique, something different. Manoj Bajpai in Gangs of Wasseypur, the average looking Dhanush in Raanjhanaa, Akshaya Kumar as an unassuming trickster, wearing spectacles, moustache, and oiled hair in Special 26 all break away from stereotypes, yet have been embraced by the audience. You have to connect well with the customers. In Punjab now Heer wears Swaroski studded bangles while Ranjha sports a Rolex. Mika drives an Orange hued Hummer and Honey Singh expounds virtues of a Gucci handbag, simultaneously zipping in a Bugati announcing his preference for a desi over a gori girl. Sharry Maan waeves in Armani in his songs. All these songs extol the aspirational Punjabi lifestyle which itself seeks to imitate Western way of living. What if a Pajero is driven in the fields ideally suited for tractor! Desi beats do the trick for firangi brands. <br /><br />And yet you have to bow to the customer’s sensitivities and sensibilities. In Chennai Express Deepika is playing a traditional Tamil girl. But she is being criticised for using a Malyali and not Tamil accent. Being born in Copenhagen and bred in Bengaluru setting apart the two twangs in spoken Hindi must be tough of course for Deepika. Anyway in Rohit Shetty’s films detailing is hardly cared for; so an accent coach might not be available perhaps on the sets. But the audience is unforgiving; brand authenticity cannot be allowed to be compromised.<br /><br />So remember unique must be relevant too. Poor Emraan Hashmi is not allowed to shift to artsy and edgy cinema (Ek Thi Daayan, Shanghai, Ghanchakkar – all flops) since his fans like and expect him to be the lovable bad boy who sings Aatif Aslam songs preferably in Vishesh Films productions. Dharmendra (Yamla Pagla Deewana 2) forgot that film stars need to reinvent themselves with advancing age – like Brand Bachchan has done by doing solid character roles among a young star cast (Mohabatein, Kabhi Khushi, Kaante, Baghban).<br /><br />Success mantra therefore remains: position yourself at a unique but relevant point in the customer’s mind map; else your brand will merely resemble a blip, hanging like an albatross around the marketer’s neck (Agent Vinod, Matroo, et al). Brands are for making moolah, not just for winning accolades, after all! </div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-25377358904156659142013-05-21T14:40:00.001+05:302013-05-21T14:40:10.211+05:30MASLOW AS MESSIAH FOR MARKETERS<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>BRAND ANNA WAS DEFINITELY A COMPELLING IDEA AND PROMISED TO FILL A NEED GAP – ROOTING OUT CORRUPTION
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To those familiar with the craft of managing successful brands it came as perhaps a surprise that Anna Hazare found no place in <i>India Today</i>’s 2013 compilation of the most powerful people in India, even though the social activist had topped the list for 2012. A careful analysis would throw up many factors that could be responsible for this. In the first place, those who promoted the brand (<i>media, corporates, et al</i>) and crafted a halo around him had their own agenda which did not match the philosophy of brand Anna.
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Incidentally, before brand Anna was catapulted into the national market he had very limited regional aspirations confined to the constituency of Maharashtra. Yet, suddenly he was elevated as a pan-India brand with mass appeal. While his commitment to the cause cannot be doubted, one needs to admit that he exhibited individual situational appeal. The brand could gain mindspace of the target audience, even if for a while, because the need gap did exist; the moment was opportune, providing an apt backdrop to the launch of the brand. The need – sounding a bugle against corruption and steering a movement against it – was manifested in national frustration, particularly among the middle class, the most eager consumer. In its desperation to pin responsibilities on to someone for his globally induced economic miseries <i>aam aadmi</i> was willing to trust the unbelievable promise from the brand Anna: A Jan Lokpal will make all the corruption go away (<i>as if by a magic wand</i>), and this would mean an end to his miseries.
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The Anna campaign was never a long term movement; it was perhaps not meant to be. Those who fanned the fire included media personalities on one hand whose limited agenda was to get a TRP booster shot for their channels and the corporate bigwigs providing advertising support on the other – not withstanding the fact that many of them were themselves embroiled in various issues, or was it precisely because of this reason – who too wanted a limited <i>jugalbandi</i>. So it was not very long before some of those who had responded to brand Anna’s call shifted away. The Hazare sales pitch was predicated on the target audience’s weakness for seeking magic potions for a terminal disease, something that had proved to be the undoing of even a wise man like Steve Jobs.
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To be sure the energy and frustration that sustained brand Anna and all that was linked with him has not disappeared, but the sober thinking of the high involvement purchase kind has returned; the customer is no more an impulsive buyer and wants more mettle behind the strategy that promoted brand Anna.
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In the beginning, brand Anna worked because it was perceived to be a solution based offering. Indeed, building brands and communicating with the public at large needs this singular trait most of all. He was and is still very largely seen as a simple, honest, old, frail man who owns nothing and has only asked for public support. He was fire, light, hope. Most importantly he was “me”. He inspired the target audience.
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Moreover, the brand focussed on a single issue – corruption. If a brand hypes ten good things about itself, the target buyer remembers none. But if it talks about only one thing that satisfies people’s need, it is etched in buyer’s memory. Of course, this was also ensured, at least partly due to influence on public emotions and mass hysteria, through media support. In the first half of August 2011, the Jan Lokpal Bill hogged 77% coverage on the top 10 TV news shows. In the beginning, Anna built a good team by taking in people whose skills complemented what he required. The brand was imbued with passion and purpose. It even used social media networks very effectively to reach out to the younger generation. And the brand was authentic.
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The brand managers for Anna also used Gandhi – our national sacred symbol for all things puritanical – to market his movement. The strategy is somewhat akin to the one used to market <i>Bollywood</i> sequels, wherein an initial successful brand (<i>say, Golmaal</i>) is used as a springboard to attain success for the subsequent launch. At the same time, although he tried to rebuild and reenergize the Gandhi brand, while building and strengthening himself, the Indian civil society overall could not perhaps reason out his thoughts and word, nor were they devoid of a feeling of animosity towards those who would not subscribe to their cause or disagree with their perspectives. His campaign managers started calling his campaign as the second freedom movement. It built a large amount of expectation around the movement, something his followers might have been hugely disappointed in when the Jan Lokpal did not actually fructify.
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This is a classic case study of branding where a purpose instead of a proposition was sought to be marketed. The campaign was enormously successful too, since it was based on a larger cause, a purpose that was both current and real; it promised attainment of an immediate milestone – the Jan Lokpal; it was woven around distinct symbols, role models, and rituals; it was an integrated campaign, online and on ground; and it chose media as the target audience too. And yet, the brand seems to have faded into oblivion because the campaign was made around an unsustainable model, a fact that was revealed before the target audience not before long. The cause is not to be doubted, but the fact is that the Indian civil society is not alien to rising up one day to fight for a cause and sleeping the next; one big reason for the whole movement slowing down in speed.
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Three things make a great brand: a compelling idea, a need gap, and convincing communication about brand’s capabilities to bridge the gap. Anna was and definitely remains a compelling idea as projected by the media. He represents something – angst and anger against corruption and economic misery – that the whole of India was and is up in arms against. With no resources and nothing to lose, he remains an antihero. And he promises along with Arvind Kejriwal to fill a need gap – rooting out corruption. He was supposed to be an enabler. But this is where perhaps Arvind Kejriwal, with his eyes on mastering the system – by taking part in elections – is gaining mileage and brownie points.
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From brand promise to brand action, from what a brand says to what it actually does (<i>because it has the capability</i>), Anna Hazare gave a call for action. Alas, he failed to convert his promise into action not because of anything else but because the time duration in which the change was promised was too less, something the team could not manage. The brand failed to deliver what it promised. As a brand, Anna was packaged to perfection. As a sustainable movement, perhaps it will be the Aam Aadmi Party that will achieve much more.</div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-65011344428091273192013-03-19T11:10:00.000+05:302013-03-20T11:12:36.024+05:30BHAJI WITH BAK CHOY AND BATHUA<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>INDIAN MARKET IS HIGHLY COMPLEX, VARIED, YET ENTICING. NURTURING FOOD BRANDS HERE IS EVEN MORE TAXING THAN REARING A CRANKY BABY
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Recently UK based pizzeria Metro Pizza landed in Mumbai with its trademark meter-long pizza. The menu retains similarities to that of its principal counterparts, yet some items have been added on to suit the Indian palate and product mix. When Lavazza entered India in 2007 it decided to reflect its Italian origin by drawing inspiration from all things Italian, including art, culture, fashion, etc. To establish a unique identity it decided to go beyond merely retailing food and coffee. But, at Starbucks in India each store takes inspiration from local culture. The chain has retained certain Starbucks iconic offerings like chocolate muffins and cakes, but has introduced other food items that would please the local palate. Since the brand counts India among the top five global markets, it is willing to make locally relevant innovations in product and processes. In fact, the latest store at Delhi showcases examples of Indian craft of weaving and sports handicrafts made by local artistes.
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So there are no universal guideposts for food chains. But are there any rules to break? Let’s examine if we become wiser by reading what follows now as ‘A morons’s guide to hospitality marketing 1.0’.
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The first poser, should you, a foreign brand, enter India? This is a clear no brainer. India is the biggest consumption market in the world. Urban Indians spend 11% of their income on eating out. Nuclear households, rising affluence, more and more working women, food shows on TV and social media, increasing international travel, a very large young population – all these factors have ensured that by 2015 the Indian restaurant industry is likely to become Rs.62,500 crore plus, up from Rs.43,000 crore currently. If Indian restaurants industry hits the same percentage of GDP as in US, then this figure would be a stupendous Rs.1,80,000 crore. The untapped potential is really mouthwatering. Average bill per person in a quick service restaurant (<i>QSR</i>) ranges between Rs.70 and Rs.300, while for casual/ fine dining it is between Rs.750 and Rs.3,000. QSR business returns 15-25% margin while the other segment enriches the owner at 20%-40%. One dampener, however: High rentals.
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Second, have you studied your market in terms of its occupants and their profile? It must be realised that nearly 45-48% of Indian population is vegetarian. More importantly, the remaining population too is non-vegetarian only occasionally. Hardcore carnivores are very few in India. Prudently, therefore, Yauatcha, a London based Cantonese cuisine chain included vegetarian dishes in its menu at Bandra- Kurla complex, Mumbai, since the area is a hub of the business community, dominated by Jains and Marwaris. Hakkasan did the same, using not even onion, garlic, or root vegetables. In Gujarat, which has majority population being vegetarian, KFC, Pizza Hut, Domino’s, McDonald’s, and Subway have some pure vegetarian outlets with special Jain counters. Not only this, regional variations in taste abound. While Satrbucks offers ‘Mutton Seekh in Roomali Roti’ in Delhi, it sells ‘Elaichi Mawa Croissant’ in Mumbai. Even celebrity fine dining spaces succumb to the dictates of local taste buds. Le Cirque at Leela Delhi, bowing to Indian predilection, offers both French and Italian dishes. Starbucks also hawks tea at its outlets. Due to dominance of youngsters all the coffee chains are positioning themselves as a ‘fun place to be at’, a hangout spot. And since most Indians like to munch with their beverages, Dunkin’ Donuts has positioned itself as a food café, the sweet spot between routine cafes and QSRs. Besides, it offers salty donuts in India. Costa Coffee too uses brighter colours and lights, tailoring to Indian preferences in its properties, along with a lot many ‘coolers’ on its menu due to tropical Indian climes. While the usual European style is maintained, alterations have been made in terms of tastes. All Domino’s outlets have ‘dine in’ facility now, which bring in nearly half the total cash.
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Third, so should you be stubbornly authentic, adapt, or Indianise completely? The simple answer would be: While you stick to your expertise, you also need to strike a fine balance adapting to local taste and flavour. Rara Avis, a single cuisine restaurant, offers authentic home-cooked rustic French food having (<i>like original</i>) even rabbit and escargot on the menu. So does Chez Mariannick at Banglore. But Rara Avis offers 18 vegetarian options too, absent in the original menu. Sufiserves authentic Persian cuisine but with some north Indian dishes to appeal to a larger customer base. When Bagels Café opened its doors in 2008 it decided to serve bagels in authentic European style, but was soon forced to include options like ‘paneer tikka’ and ‘masala omlette’ variants. So you can only hope that gradually the customer will move to the ‘original stuff;’ but initially she will not be very adventurous. Remember, food consumption is dictated by cultural norms too which are rather inflexible.
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Fourth, what should you adopt – hands off approach or personalisation? Now, since the chefs themselves are redefining the concepts and restaurants (<i>at least at fine dining properties</i>), many of them are hired not merely for their cuisine based skills but also for their marketing acumen. They are expected to design and innovate menus, come out of the kitchen and sell their food to the customer, explaining their signature dishes. At Kunafa, Delhi, Naseer Barakat, the proprietor, personally acquaints customers with the many varieties of confections available. In 2002, lebua offered even a limousine pick up for the customer from his home to the hotel.
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Fifth, local sourcing, or global? Worldwide all luxury hotels are following the localisation mantra. At Intercontinental, a brand manager brings in local culture by hiring 10-15 designers who prepare alternatives. Feedbacks then are taken from local partners, and then only the final nod. Not so necessarily when it comes to sourcing talent, or ingredients, though. Quality issue then is the guidepost. So Kunafa imports ‘halwais,’ celebrity chefs are hired from abroad on fancy salaries, and ingredients may be partly/fully imported if not available locally or do not meet quality standards. While QSRs, which have to be necessarily cost conscious, increasingly work towards indigenisation, speciality restaurants in star properties offering international cuisine often import heavily.
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Finally, the process of delivery. Mc- Donald’s keeps track of the products it sources from 40 different suppliers across India. Tracing the movement of 8,500- 9,000 buns, 3,000-3,500 kgs of tomatoes, 2,000 kgs of iceberg lettuce, and 5,500 slices of cheese constantly (<i>on a daily basis</i>) ensures consistency in taste of food and observance of international levels of safety standards. Each burger undergoes 40 separate tests throughout the chain. Similarly, many expat chefs while procuring locally, personally visit markets to buy vegetables. Another important fact is that in India, a QSR is expected to serve fast, but the customer is likely to hang around. So, turnover is likely to be relatively lower. And people prefer combos because they are akin to ‘<i>thali</i> style’, besides sounding ‘economical’.
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In short, Indian market is exceedingly complex, varied, yet enticing. Nurturing the food brands here is even more taxing than rearing a cranky baby. Neither initial setbacks nor early endorsements of a brand should be read as a thumbs up sign from the market. Most importantly, constant innovation and adapting to local needs sure will help. For instance, Pullman, a luxury hotel in Gurgaon from Accor Group, gets its crockery from Auroville in South India just to cement French connections. Even Hyatt at Delhi has a full floor for Japanese where electric controls are at relatively lower heights keeping in mind the shorter heights of the Japanese.
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There are some cardinal rules that must be followed, but others can be reinterpreted. reed.</div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-75438980232637637492013-02-21T14:35:00.000+05:302013-02-21T14:49:56.952+05:30HAVE YOU LOST YOUR SCRIPT?<div dir="ltr" style="text-align: left;" trbidi="on">
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The U.S. coffee chain Starbucks opened its 7th store in the country on 6th February this year. It said that the brand counted India among the top five global Starbucks market in time to come. For this it was willing to make investments in aggressive expansion and locally relevant innovations (in its products and processes). Thus the store at Delhi showcased examples of Indian craft of weaving and sported handicrafts made by local artists. For its menu also the company has kept the Indian palette in mind; it includes items like Murg Makhni pie and mutton seekh roll, besides also offering Tata Tazo Tea ,a rarity at Starbucks worldwide. Will it do well? Well, sure it can provided the marketer does not try to sell frame as painting. In which case the warrior may not emerge the winner; the devil will devour the hindmost.
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Way back in 1999 use of Barista brand name, an Italian word for a cafe, in India was rather an adventurous christening. Barista had opened its first outlet at Basant Lok, Vasant Vihar, one of the most happening places for test marketing youth hang outs. Barista, meaning brewmastersomeone who prepares and serves coffee-was chosen since all smart evolved coffee lovers are expected to know that Italy is the cradle of coffee. The brand wanted to recreate an authentic Italian coffee experience. Indeed, it wanted to present them a true blue coffee culture evoking a feeling, mood, and ambience symbolizing ‘brio’ (energy) reflecting ‘verismo’ (truth) adding to a matchless ‘virtuoso’ (a mastery touch) performance befitting a real cognoscenti.
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Barista had a simple and focused vision of “offering consumers a never before experience while they sipped coffee of the highest intangible quality in an ambience powered by innovation and designed to offer heightened experience levels at every turn as they go along….experience that is not stagnant or likely to erode with time but ever rejuvenated and enriched by creativity, imagination taste, and style.” To deliver this experience the brand opted for serving limited but diverse and exotic range of coffee, food, music, games, decor, indeed the overall ambience of an authentic coffee bar. By year 2010 (they began in early 2000) Barista wanted to become top of the line global player with a minimum of a thousand outlets in India.
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Café Coffee Day was dismissed as a competitor for ‘the highly experiential and premium’ brand. Barista wanted to position itself within the competitive arc of starred restaurants, snazzy upmarket coffee and other outlets, cine-multiplexes, malls, and plazas-any place inhabited by cool, sophisticated, and young at heart people doing time out.
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Barista’s USP then was being customer driven, connecting with two specific moods that would largely colour the drinker as he steps inside, relaxation and recharge. The experience inside was expected to serve the customer well, additionally because the coffee served was hundred percent ARABICA served through Italian coffee machines. Porcelence (no styrofoam cups, please) was the serveware since it retains the heat, flavour, and aroma of coffee, as no other material does. The brew masters were trained to decipher and connect with their customer’s preference and choices. Little wonder, in absence of effective competition, the brand recorded a healthy 25% annual increase in footfalls, that too through only word of mouth publicity and viral marketing. Not a paisa spent on mainline advertising.
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Further, sound of Barista (the customized music tracks played during different times of the day in sync with the mood and sensibilities of different set of customers), loyalty programs, special games, diverse food items in league with the season and customers preferences, and then some more wowing techniques went a long way to deliver the real, true blue Barista experience.
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Barista had been mighty successful in introducing a defining coffee culture, in a warm and friendly ambience. It opened out a ‘whole new world of coffee drinking experience by offering Capuccino, Latte, Caramel, Mocha, you name it, alongwith fusion meals, so as to transform a commodity into a culture by creating value that refreshed the body while stimulating the entire being and enriching the soul.’
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Alas, the experiment started floundering after a very promising start even though the experience was still nothing to complain about. Some where the brand lost its script. So what went wrong? Well, we hardly have the space here to unfold the subsequent chain of events. Suffice to say nurturing the brand is more taxing than rearing a baby. Starbucks needs to keep this in mind; it should not take early endorsement of a brand by a limited set of coffee afficianados as being a sign of thumbs up by the entire market.
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P.S: We at Theory i are of firm conviction that management cases don’t admit of one single ideal solution. Depending on the context multiple-and equally potent-approaches may be perfectly justified. Hence your magazine does not append ‘solutions’ to these cases.</div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-19496179983042553342013-01-18T17:42:00.002+05:302013-01-18T17:42:59.247+05:30MASLOW AS MESSIAH FOR MARKETERS<div style="text-align: justify;">
<b>BRANDS THAT ALLOW FOR EXPRESSION OF AESTHETIC AND COGNITIVE NEEDS ARE INCREASINGLY BEING INCLUDED IN THE CONSUMPTION BASKET
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Notwithstanding the recent outburst and censure against Honey Singh’s songs, since 2006 he has been consistently delivering one hit after another. So what sells? His songs catered to the archetype of <i>Jathood</i>, celebrated <i>Jathood</i> and gun culture. One of his songs says: “I have blood in my eyes today, I have to kill some body.” He uses swear words which occupy the lexicon of Gen Z and Y, since that is how you become cool dude. His songs enforce a particular idea of masculinity. And of course his songs commodify women, an accepted norm in India, howsoever much it might be abhorred as a value.
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In fact, where is the sober dress for soulful music? All music genres have their own particular brand image, projected by artists themselves as a part of the total recital package. So rock & pop artists’ attire would be wild & vibrant, flouting established norms. Even Carnatic musicians have now become display conscious, since the ethos of the society from which they derive their psychic cues are changing. Kanchipuram silk, dazzling danglers of diamonds and other accoutrements are on full display, in sharp contrast to austere and sober dress of the singer in days gone into hibernation.
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The difference between a brand and a commodity can be summed up as ‘added value’, tangible or intangible. But ‘added value’ can be created only when the marketers understand the psychological makeup of consumer that tells them much more about consumer’s actual motive to consume than demographics and other mechanical methods of classification do.
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All material possessions carry social meaning. Goods have a double role; they provide subsistence on one hand and create lines of social relationships on the other. Physical properties of goods can never explain their demand. A modern brand secures an emotional involvement rather than only meeting a functional need. Earlier a QSR meant availability of food with minimum fuss, now it means fast serve but not necessarily fast consumption. Look at CCD or McDonalds ads.
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Brands now aim at three things. First, they attain success by satisfying more than one (<i>relevant</i>) goal. Obvious examples are mobiles and tablets. Failures of course are available in the shape of e-readers, standalone cameras, etc. Second, they enable buyers to cope with role conflict. Allen Solly has succeeded through ‘Friday Dressing’ concept. ULIP plans are picked up because they act as tools of insurance and investments together. Third, they sometime focus on satisfying neglected goals. Royal Enfield has attained success because there is a niche segment opting for individuality and freedom. SUVs are huge sellouts in India since they introduce an element of adventure into mundane task of driving, and that too economically.
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People actually live in a double environment, the personal inner world of feeling, emotion, and thoughts as well as the outer world of people, places, and possessions. So rational, conscious motivation are important but so are the mental vision of the brands that the customers create of the brands in question and the feelings that they associate with that image. It is important that the marketer understands clearly as to why people choose to behave in a certain way. Needs, simply put, are felt state of deprivation. There are physiological needs, psychological needs, and learned needs (<i>due to socialisation process</i>). Physiological (<i>hunger, sex</i>), cognitive (<i>affection, social</i>), emotional (<i>security, stability</i>) and environmental (<i>success, prestige</i>) are the four distinct type of stimuli that arouse needs. Needs and their arousal owe their birth and sustenance in part to consumer psyche which is really a very complex phenomenon.
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Maslow’s hierarchy of needs addresses the issue of motivational needs. Each manager worth his salt knows about them. However, we propose a two-pronged modification here. One, that in a collectivist culture like India we must question the definition and even existence of the need called self actualisation. As a personally directed need it is perhaps replaced by a socially directed one reflecting a desire to enhance one’s image and position through contribution to society. Here in India personal level of needs (<i>emphasis on achieving independence, autonomy, and freedom – characteristics of western culture</i>) is conspicuous by its absence, though gradually taking roots. The highest level of satisfaction is not derived from actions directed at the self but from the reactions of others to the consumer. Therefore personally directed self actualisation need has to be replaced by social needs. The social needs of belonging and prestige can be broken down into three levels: affiliation, admiration, and status.
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Affiliation is the acceptance of an individual as a member of a group. In the family this acceptance is automatic but in most other groups certain qualifications must be met to gain membership. Once affiliation has been attained the individual will desire the admiration of those in the group. This is the higher level need and requires effort. An admiration can be earned through acts that demand the respect of others. Finally, the individual would want the status arising from the esteem of society at large. Fulfillment of this need requires the regard of outsiders (<i>to the group</i>), whereas fulfillment of the admiration need occurs on a more intimate level. The status level most closely resembles the western need for prestige and manifests itself in conspicuous consumption.
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The second modification that we propose is to large the list of these needs by including two more, aesthetic and cognitive. Aesthetic (<i>beauty and balance</i>) needs are becoming more conspicuous among new generation. These sit above the existing needs. Besides the modern SEC A, B, C youth, with enough moolah in his purse and a large credit limit, wishes to lead a liberated life, even if on EMIs. He has the need to acquire knowledge (<i>read self awareness</i>). Therefore brands that allow for expression of aesthetic and cognitive needs are increasingly being included in the consumption basket. As an illustration we have taken Wellness industry to provide the new framework (<i>figure 1 and 2</i>).
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So now you know why in the aftermath of December 16 tragic event, nobody wanted to listen to Main Hun Balatkari from Yo Yo Honey Singh; psychologically disturbed nation has put the whole popular culture of which music is an integral part under scrutiny. Precisely for this reason the misogynist context in advertisement is being objected against, as for example in the commercial of a phone brand that shows cricketer Virat Kohli tricking an unknown girl into sharing her number with him. However, if you permit me, this is transitory reaction. The society at large thinks nothing of such songs or ads where it comes to actual consumption behaviour. Value system does not necessarily govern our consumerist psyche.</div>
K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-49375227440665529732012-11-15T13:46:00.000+05:302012-11-28T11:44:17.495+05:30DO YOU HAVE MUSCLES FOR MICROMARKETING?<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>ORGANISATIONS WHICH APPLY ANALYTICS TO DATA FOR COMPETITIVE ADVANTAGE ARE 2.2 TIMES MORE LIKELY TO SUBSTANTIALLY OUTPERFORM THEIR INDUSTRY PEERS</b>
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Bharti Airtel handles around 8 billion calls daily generating humongous amount of data. Based on this it has divided its customers into nearly 100,000 segments to whom it offers customised products based on their usage pattern. Right now it is working to provide at least three services to each customer, to improve stickiness, working on the insight that customers for multiple services tend to stay on longer than single service users. Further, due to call drops it was facing the problem of churn. At nearly 40% it was a huge number. When it analysed the data it found that a customer was most likely to switch to another service provider if six or more calls dropped in a day. So a software was developed that offers customers free SMSes after the sixth call drop.
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British Airways (<i>BA</i>) cabin crew and ground staff are now provided iPads to store, transmit, and use real time info about who is on board, their needs and expectations, preferences, and even any issue that they might have had at the airport. It realised that the premium class flyers feel delighted if they are addressed by their name. So the crew now does exactly that thanks to transmission of real time data through the handheld iPad. While other airlines can at best have current data on their passengers, BA would have the complete service history of them which it uses to draw patterns. Welcome to the world of analytics and its latest incarnation Big Data.
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Analytics involves sourcing data from internal and external channels (<i>media, blogs, image, and video sites, even sensors, and CCTVs</i>), organise this data, generate insights, make predictions and finally produce recommendations for action. Big Data goes even beyond. It refers to a collection of information, too large and complex to be processed using traditional software tools. This processed information in turn helps the company identify untapped revenue potential, generate insights to cut costs and boost profit. For example, McDonald’s is able to understand where to locate its stores, how to layout these stores, which items to keep in each store and which items to bunch together to generate bundled sales. Shopper’s Stop got the insight that Gujaratis’ purchases are closely linked to upswings on the bourses since they would spend their gains from the stock market on purchases in the retail. Shopper’s Stop realised 25% incremental sales from them. During Eid it searched through its database of 2.6 million First Citizen loyalty card holder and singled out Muslim buyers. Then through targeted promotional programmes it earned Rs.1 crore additional revenue. Jet Airways is able to accurately calculate, track, and report aircraft emissions, so as to optimise its fuel usage for each flight. Little wonder then that an IDC Report tells us that organisations which apply analytics to data for competitive advantage are 2.2 times more likely to substantially outperform their industry peers. Companies adept at analytics enjoy 1.6 times more revenue growth, 2 times more profit growth, and 2.5 times more stock appreciation than their peers.
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYxCDYUeYo3n7GkiFN69BRUTPYSrNvTo999i1TYzt4wx-6wKWjPWVKgpq-j2UmWyloQVi-tfo8PARGKV4JfYjxNXftSXiKSUwxIGtUuUJzU04GgKZdlimYB_a4Jck3wp_bjlplze5BGT4/s1600/Marketing-Matrices.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="Marketing Matrices" border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYxCDYUeYo3n7GkiFN69BRUTPYSrNvTo999i1TYzt4wx-6wKWjPWVKgpq-j2UmWyloQVi-tfo8PARGKV4JfYjxNXftSXiKSUwxIGtUuUJzU04GgKZdlimYB_a4Jck3wp_bjlplze5BGT4/s640/Marketing-Matrices.jpg" title="Marketing Matrices" width="348" /></a></div>
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According to India Retail Report (<i>2013</i>), private consumption in India increased from Rs.44,11,115 crore (<i>2011</i>) to Rs.51,26,131 crore (<i>2012</i>). Between 2010-2015 the estimated CAGR is likely to be 18.8% for retail sales. Consequently the share of modern retail will move up from 6.6% to 10.2%. While the total retail is likely to grow at 16% annually, modern retail will hit a figure of nearly 27%, a big jump from Rs.2,23,572 crore to Rs.4,87,423 crore during 2012- 2015. But then this will invite a lot of competition too, since the entry is easy. Who will then breast the tape first on the finishing line and who will be disqualified in the preheat rounds itself? Well, inter alia, that would depend on how customised your programme could be to suit individual customer needs, and how tightly you run your ship. Increasingly, the segment size is likely to be a single customer at a time. You need to process zettabytes of data (<i>1 Zettabyte = 1,099,511,627,776 Gigabytes</i>). Hence, the marketer will need the support of several matrices (<i>Table 1</i>).
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Simply defined a metric is a measuring system that quantifies a trend, dynamic, or characteristic. Marketers need to understand their addressable markets quantitatively as well as qualitatively. They must measure new opportunities and the investments needed to realise them. They must quantify the value of products, customers, and distribution channels all under various pricing and promotional scenarios (<i>Table 2</i>).
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Put together these matrices are designed to measure how well the firm is doing with its customers as a whole and wherein lies the scope for enhancing profitability of operations.
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgEBtdJ99v0t7fcr9FuYZzUbrCFf_6awfzz4L_16jyhi_9RWooVhvX1EzghHnkihGbfp-gYHe9ufgpxa5IFrOGnmGRN8ekVdpmrCazItu2nxs8YgkKsLN82W7n-QUu3r9OiwcC1RUX641I/s1600/Share-Matrices.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Share Matrices" border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgEBtdJ99v0t7fcr9FuYZzUbrCFf_6awfzz4L_16jyhi_9RWooVhvX1EzghHnkihGbfp-gYHe9ufgpxa5IFrOGnmGRN8ekVdpmrCazItu2nxs8YgkKsLN82W7n-QUu3r9OiwcC1RUX641I/s400/Share-Matrices.jpg" title="Share Matrices" width="395" /></a></div>
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A word of caution, however. Reams of data (<i>or zettabytes of it, if you so wish to call them</i>) are of no consequence unless they generate real insights. In Philippines diesel and petrol have similar price differential as in India. An automobile company was about to make the blunder of targeting the Filipino market with India made diesel cars. However, before the disaster could have struck it, it found out that the natives there were not too fond of diesel engines; 86% prefer to buy petrol driven cars. Reason: Since distances are not long, a diesel engine does not offer overall economy. Similarly, in the early to mid nineties, many Indian companies betted on CRM software. But most such initiatives flopped because these were not implemented in sync with the company’s processes and decision making norms. Tesco, which will soon retail in India, has Clubcard loyalty programme under which it offers highly customised coupons; hardly any two mailings have the same coupon. An Indian apparel major has divided its customers into over 200 micro clusters, each based on distinct behaviour. The retailer configures the segment properties and engagement content and then makes the right offer to the right product at the right time.
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Remember, as always, technology is a mere enabler; it is the human ingenuity that counts.</div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-91467822078335929422012-10-01T12:59:00.002+05:302012-10-23T10:06:08.839+05:30POWER PLAY<div dir="ltr" style="text-align: left;" trbidi="on">
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“Hello, is that Mr. Srivastava?” asked the lady’s voice on the other end of the telephone. “Mr. Chopra will speak to you.” A pause and an interminable hold for 2 full minutes before Mr. Chopra decided to address me. This tiresome telephonic power play is common enough. Important people don’t dial numbers (or press the keys on the mobile, for that matter), and the lesser mortals are required to wait to be spoken to.
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What was different about this call last Friday was that this gentleman was not even important to me. He wanted to invite me to address a gathering of senior managers at a workshop he was organizing. Even if there was a half a percent chance that I would have accepted his invitation, after this brief encounter I declined.
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Later that day I went out to meet the chief executive of a Gurgaon based company where I had a prefixed appointment for 3:15 PM (his secretary had sternly warned me not to be late for the meeting). I turned up at the office at 3:10 and announced myself at the reception. I was asked to wait, which I did. And then waited some more. After an interval long enough for the CEO to perhaps have had a con-call, written a couple of mails, made a phone call, and gone to the rest room, he made his appearance looking neither apologetic nor hurried. He too was playing “I am more important than you,” and once again I seemed to be holding the losing hand.
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For the rest of the week I decided to consciously look for power games being played by people. Academic in me having got activated I realized that rules of the game broadly fall into two categories: Those which people use to make them feel big, and those which they deploy to make others feel small. For your benefit, dear reader, I outline them below.
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First, listen only callously. Actually try to monopolize all the opportunity to talk; don’t allow the other person to speak, especially when he is narrating events from his own life. It is fine to ask inane question: “How’s your family?” But the moment an answer is forthcoming start looking over his shoulder or peer into the screen of your ultrabook which may at that moment might actually be displaying the picture of Snoopy, your pet dog. Second rule is about e-mails. Actually there are three sub rules here. Get other people to send your e-mails for you. Do not reply to anything except ofcourse those messages which if unattended may put your job at stake. And, finally, if you do choose to respond, don’t bother checking whether your response addresses the issues raised in the other person’s mail. Third, your alter ego, the latest Blackberry handset. Always keep it on and use it often to interrupt conversations by taking calls and read e-mails. This will establish how hardpressed for time you are; without multitasking you could not have accomplished what all you already have. Fourth, your office. While a corner office with sleek leather bound furniture and your pictures with P.Chidambaram and U.S. Ambassador would be nice, there is a lot you can do with something less too. In a smaller cubbyhole put the visitor at a disadvantage by seating him on that squidgy sofa that is hard to get in and get out. Actually, even if you have no office at all, make sure that your junior answers your phone and starts off: “K. K. Srivastava’s office.” As regards your mobile number, ideally don’t hand out your number even if someone asks for it. Or if you receive a call on your number choose to ignore it. Finally, while talking, choose one of three options. Talk almost in whispers so that the other person has to strain to hear. Or, talk incredibly loudly so that people have to listen whether they wish to or not. Finally (perhaps most appropriately), talk aggressively slowly so that you waste the listener’s time and leave him with an uncomfortable feeling that you think he is too daft to understand normal speech.
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I am sure you have not taken the above advice seriously unless you have already built a comfortable nest-egg and wish to retire early! Actually, there is a different, more advanced version of the game too that you must learn about. I recently met the Director, H.R. – a Japanese - of a multinational consumer durables company. When I reached the reception area the gentleman promptly came to receive me and escorted me into his office. On conclusion of the meeting he came out yet again upto the foyer to see me off. While for Japanese this is a part of their cultural fabric, if an Indian high up does this, you can be sure that he is playing, even if subconsciously, a top level game called, “Let’s pretend I am not more important than you.” If you play this well, the world is your oyster. Be warned, however. To be a master of this game, you really have to be dead important already. Else, for example, if I start playing this game, being the editor of a niche magazine, I will sound rather phoney.
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There exist definitely superior ways to establish your power. For example, achieve excellence in your chosen field (like Tendulkar or Aamir Khan), create high value (like Naresh Trehan and Yash Raj films), convert potential into possible (like E. Sreedharan and Capt. Gopinath), make human service part of your mission (like Dr. Devi Shetty and late Dr. Kurien), and invent future (like Bill Gates and Mahatma Gandhi) Power is equated with success in all walks of life. If Salman can give five hits in a row, Sachin can decimate the other nation’s team single handedly, and Sonia Gandhi can decide the path that Indian polity and economy should tread, you could be anointed with success too. Only that what works for one does not necessarily work for the other. The ‘real’ you may cringe at the prospect of adapting to the stereotype that you may have originally decided to don to climb the ladders of success. So why should you emulate? The essential thing is to know oneself fully well – the strengths and the weaknesses – to fly high in the cut and thrust world of today. Zero in on your strengths and never wear chinks in your armour on your sleeves. Even if you are street -wise, assertive and blunt, remember it also pays to be sensitive and diplomatic. And before everything else, harbor ambition. Then chart out a plan of action and execute it to taste power and success.
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Ambition is essential. Else, how will you become a high flier? But there is one proviso-your ambition should not be of the personal, self centered, conceited type that pays no heed to others’ wellbeing. Acceptable ambition is one where you have awareness of your own good qualities and therefore know that you can do a high-level job well. This should be followed by taking an inventory of your strengths and consciously playing to them – utilize them to the full. You should know equally well what your weaknesses are and try to remedy them, avoid situations which crucially expose these weaknesses, and attempt to get ‘cover’ (Say by asking someone for advice) in situations where you are weak.
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This shall be the real power play!
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It is for you to choose how you opt to succeed at success, by conning others or by fawning them with your inherent power.
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<b>P.S:</b> This issue carries 7 case studies covering a wide palette. 4 of them are long ones which would need multiple readings to arrive at resolution of issues raised therein. Rest 3 are shorter caselets which can be deployed to provoke an immediate discussion among the participants in a workshop/class/ brainstorming session. We at Theory i are of firm conviction that management cases don’t admit of one single ideal solution; depending on the context multiple – and equally potent – approaches may be perfectly justified. Hence your magazine does not append ‘solutions’ to these cases.</div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com1tag:blogger.com,1999:blog-7628029579667499244.post-35630687139268712682012-09-15T18:21:00.003+05:302012-09-15T18:21:51.160+05:30BRAND SALMAN, ENDEARING AND ENDURING<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>WHILE ON SCREEN HE IS A MACHO MAN, OFF SCREEN HE IS APPROACHABLE. THE TWO TRAITS IN TANDEM WORK WONDERS FOR BRAND SALMAN
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Initially the melodrama and colours of Parsi theatre on one hand and Indian mythology on the other inspired the making of Hindi cinema. So hero would always be virtuous, villain loathsome, and women hapless victims of circumstances. But now we have Chulbul Pandey, the corrupt cop (<i>Dabangg</i>), slacker (<i>Vicky Dono</i>r), buffoons (<i>Golmaal</i>), rule bending cop (<i>Singham</i>), thieves (<i>Dhoom</i>), all finding acceptance. Rom-com (<i>Band Baaja Baraat</i>), juicy scandals (<i>No One Killed Jessica</i>), dark underbellies of Indian society (<i>Love Sex aur Dhokha</i>), or the bawdy comedies (<i>Singh is Kinng</i>) are all formulae for success. The new breed of filmmakers don’t want to push fake stories about nonexistent perfect (<i>heroe</i>s) or totally flawed (<i>villain</i>). The hero may be crass and corrupt, mom swigs rum, while the heroine is feisty. The value system is changing, so are films, which mirror them.
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In poverty-stricken India of 1950s and 1960s the hero belonged to masses, conformist and virtuous. In 1970s he started taking on the establishment, expressed his resentment (<i>Deewar</i>), and even flirted with law (<i>Sholay</i>). However, he still retained the heart of gold, never turning baddy out of choice. 1980s presented before us superheroes, raunchy songs, and, what film critics prefer to call, decadent cinema. First whiff of liberalisation of 1990s, and behind the glitter and glamour of metro multiplexes it was presumed that the old cinema of lower working class was to be replaced by YRF’s glamorous realism’ depicting modernising India. Hindi cinema started projecting values and aspirations of emerging middle class, including NRIs who had become affluent in US and UK but were unable to snip away the umbilical cord joining them with traditional Indian family values. Lavish lifestyles of the yuppies and puppies became <i>de rigueur</i> (<i>HAHK, DDLJ</i>). But these films could connect with only niche middle class. The common man, still visiting single screens, found it phoney. He wanted to see one of their own – the mofussil town man – as hero. Hero who wears unfashionable clothes, swears and utters profanities, and exhibits inyour- face machismo. He is the real Mc- Coy-Robinhood, Rambo, Shahenshah, Singham – who stands up and fights against all odds and emerges victorious. When he is ‘one of them’ these masses begin to believe that anyone can cope any challenge. So the eighties formula of loud action and melodrama is back even if film critics criticise that era. The hero has to have a macho physique, attitude, and personality. That is why when Salman was shooting for <i>Bodyguard</i> at Patiala his gym equipments arrived in two truckloads, which he used to workout daily for five hours, besides doing 2,000 plus abdominal crunches and a 5-6 km run everyday in between the shoot. All this to execute the mandatory shirtless scene in the climax of the film <i>Bodyguard</i>.
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To be sure this kind of cinema exists alongwith the small budget out-of-thebox films likes <i>Gangs of Wasseypur, Paan Singh Tomar</i>, and <i>Vicky Donor</i>, multiplexes ensure that ‘modern’ films like <i>Dil Chahta Hai or Zindagi Na Milegi Dobara</i> too do reasonably well. All these genre cohabit because there is a clear audience divide. The small films with unusual premises are fit for multiplex audience. Their makers may be from metros or mofussil towns, but they come sans hypocricy. Biggies, riding mindless formula, however endear themselves to the masses. Many of these movies are actually rehashes of south blockbusters, trademarked by loud dialogues, raw action, suggestive dances. They provide a good escape from the daily drudgeries of life.
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The alpha male caricature has always mesmerised the working class audience. Their hero should live his life on his own terms. He is imperfect, mercurial, but large hearted, friend’s ally but enemy’s foe. They don’t want their hero to be cute. They would much rather prefer someone whose dialogues are laden with a thick regional accent, who grooves on folk beats, mouths expletives, gulps down <i>desi booze</i>, flaunts his chiselled body, and can bash up a dozen baddies alone. Let the suave male protagonist who lived in a mansion, may be abroad, spoke fluent English, wearing designer clothes be someone else’s idea of a hero!
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<b>MACHO, NOT THE METROSEXUAL
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That’s why while Aamir scores high on talent & technique, SRK has charisma & unbridled energy, only Salman has five hits in a row – <i>Wanted (2009)</i>, <i>Dabangg (2010)</i>, <i>Ready (2011)</i>, <i>Bodyguard (2011)</i>, and now <i>Ek Tha Tiger (2012)</i> – the last one having already grossed Rs.194 crore in mere three weeks of its release. Only he is everyone’s hero, who is there to entertain, not to build his reputation or charisma. Today, when nine out of ten films fail to extend beyond the first week, mostly because these film producers are not cued in to viewers’ preferences, which anyway are ever in flux, and when the number of available weekends for releas- ing a film is diminishing (<i>thanks to IPL</i>), giving five hits in a row is no mean task.
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It was actually Salman who reminded us that the ‘alternative’ (<i>to multiplex variety</i>) was still desired. Salman co-starred with Govinda in <i>Partner</i>, a movie that presented the viewer the worldview of the lower middle class. In his last few hits a new star persona has evolved which is closely linked to his off screen image. His muscular shaven physique remains central to the male working class ideal of the body. He dresses in Indian style with earrings, bracelets, bright clothes, patchwork designs, lives in same building in a one bed room apartment with his parents; this is where he grew up. Although a Muslim, he participates in the Ganesh festival.
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His star persona embodies many of the values of the lower middle class, such as devotion to his family and his generosity towards his friends and people who work with him. He is seen as more emotional than rational, not intellectual, who expresses himself in painting. He tweets in Hindi or broken English. Unlike Aamir, who becomes the character, Salman always remains the star, bringing his own mannerism to the role.
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Chulbul Pandey of <i>Dabangg</i> is a flawed hero, like Salman in real life, with a heart of gold and an irreverent sense of humour. The film clicked because it became difficult to distinguish where the real life superstar began and the character dominating the reel ended. Salman is both endearing (<i>to masses</i>) and enduring (<i>five hits in a row</i>), the twin qualities that help differentiate a star who inhabits his time from the one who lives beyond. In fact, there’s an interesting mobile sms which is doing rounds: “Hollywood has Spiderman, Batman, Superman, Ironman, while we have Salman.”
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<b>BEING HUMAN PAYS TOO!</b>
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While being alpha male has worked for him, Salman should really be called an alpha beta male. Because he runs <i>Being Huma</i>n campaign, focusing on providing education and healthcare to poor. At any point of time 30-40 people are standing outside his home waiting for some kind of help. Money or assurance is regularly doled out from Salman to them. This makes him noble, likeable, and wanted. While on screen he is a macho man, off screen he is approachable. The two traits in tandem work wonders for brand Salman. That is how he scores over even, say, Rajesh Khanna and SRK, the pure lover boys of their time, or Bachchan Senior and Aamir, the social crusaders. He does both, but without a great deal of fuss.
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So will the good times last forever? Well, soon we will have <i>Dabangg-2</i> to find out. For now, we can say that he has hit upon formula number one for delivering hits. According to Kaveri Bamzai of Today Group: One, his movies have catchy songs with easy recall. Two, he wears affordable clothes in his movies, something any tailor can copy. Three, he adorns cool, inexpensive accessories like the heart shaped glasses of <i>Dabangg</i>. Four, in each movie he makes a dramatic entry in the first frame, say by kicking open a door. Five, Khan always rescues a girl in peril. But only he can be the sex object, not the leading lady. Six, he does not disappoint his fans who love to see his bare 42 -inch chest. Seven, his dance steps are very easy to copy, like the biceps dance of <i>Bodyguard</i>. Eight, he cracks silly jokes (<i>I am not a fool, you think I am in a nursery school</i>) which invite laughter from his fans. Nine, his onscreen names – Lovely Singh, Prem – reflect his professional transition. And, Ten, with a deadly squint he sizes up his opponent first and then delivers a deadly dialogue, of the <i>Mujhpe ek ehsaan…</i> type (<i>in Bodyguard</i>).
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Salman has reached a state of adoration among his fans where they happily ignore the routine requirement of the film – story, character, coherence, craft. He dwarfs everything. So much so that even if Salman, the secret agent of <i>Ek Tha Tiger</i>, forsakes India for Katrina, his Pakistani lady love, in the film released on Independence Day, people still love him. Besides he has ascended a pedestal whereby, like Rajinikant, his fans watch his movie simply because <i>Bhai</i> appears in it. So if Amitabh Bachchan can endure, through reinvention, without doubt Salman can too. He sure can teach a course in self branding at Harvard. </div>
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-35243602177003401462012-07-19T18:00:00.002+05:302012-07-19T18:06:56.442+05:30THE OLD FOX WITH ITS NEW TRICKS<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>ALTHOUGH THE INDIAN SOCIETY, ECONOMY, AND PSYCHE IS CHANGING, THERE EXISTS A CONTINUUM. AND THAT’S WHAT MARKETERS NEED TO KEEP IN MIND IF THEY WANT TO TASTE SUCCESS IN ONE OF THE WORLD’S LARGEST CONSUMER MARKETS</b>
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In the recently released movie <i>Cocktail</i> Deepika Padukone plays Veronica (<i>remember Archie Comics?</i>): glamorous, sexy, yet feminine and stunning at all times. For her, the dress mantra is: the skimpier, the sexier. All the time, she shows off one or the other part of her body to her advantage. Her hair is of an auburn/coffee shade and is puffed up with a volumizer. Her body is always glowing with a bronzer. As a fashion trendsetter she mixes & matches patterns, adorns adventurous silhouettes and chooses unusual designs & labels. All accoutrements – from her hair clips to handbags to shoes – make a style statement by standing out in colour and design.
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And then we have Diana Penty a.k.a Meera, much like Betty from Archie. She has an easy, simple & earthy fashion personality. Her hair is of a darker shade of brown. She wears little makeup, goes for anti-fits, androgynous or functional clothing, and dresses more for comfort than getting noticed. So no bright colours, prints, or form-filling silhouettes.
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Aki Narula, the costume designer, went and bought a <i>phiran</i> from a salesman – which he was himself wearing – for the rockstar Ranbir Kapoor. Jordan’s intricately styled and unusual wardrobe reflects the character’s journey and the various phases he goes through.
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I quote these facts to emphasise that the Indian audience is veering towards realism. Conviction about the character in the film comes in part from the clothes and accessories s(<i>he</i>) wears/adorns. The costumes are fundamental in allowing us to make decisions about the character. And this is mandatory for storytelling.
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Big budgets demand careful scrutiny of changing profile of consumer, and then devise and execute a marketing strategy accordingly. Since July 1, 2012 <i>Channel</i> [<i>V</i>] is no longer a music channel, even if earlier it was airing about three hours of <i>Bollywood</i> music. Why this about-turn? Well, India is the world’s second fastest growing mobile market. Indians aged 15-24 spend an average of 13.6 hours on the net, a lot of that on music videos. Digital music in fact grew by 24% in 2011 while physical form fell by 19%. Hence the channel wants to reposition itself as a youth general entertainment channel. Even MTV is concentrating on building original programing in the form of MTV Coke Studio, MTV Roadies, etc. to engage the viewers. As a matter of fact a youth channel can remain relevant only if it is present across all platforms that youth engage with.
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The Indian youth is getting fitter and is demanding slim, super slim, and skinny fits to accentuate narrow waistlines, broad shoulders, and well toned bodies. So Raymonds has launched slim fits and super slims. Now these two account for 60-75% of the overall business. Whereas at Allen Solly, earlier sizes 40 and 42 were lifted off the racks most often, now 70- 80% sale comes from the 39 and 40 sizes. The Indian male is getting health conscious, pays enough attention to grooming, and is no longer speed shopping. He is eager to receive information about styling, fabrics, and colours to create customised look for himself.
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Wedding frills too are undergoing changes in colour and scale. So the demand for professional wedding planners is rising by the day. While the rich are going in for concept and destination weddings, the middle class is assigning the management of the event to specialised professionals. Men and women both are willing to go under the knife for cosmetic reasons. So the short-stay medical centres dealing in less complicated surgeries and needing a patient stay for less than 24 hours have started mushrooming even in Tier-2 towns. Earlier ‘extra’ coaching was for ‘weak’ students; now a whopping 78% parents believe that it is unavoidable to ensure that their child stays ahead. 60% of primary school children and up to 83% of those in high schools now receive private tutoring.
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Since Indian cinema audience is becoming more accommodating to alternative opinions and views that it may not agree with, movies from <i>Maqbool</i> to the <i>Dirty Picture</i> have attained box office success. The women in them are real with their sense of individuality, greed, determination, ambition, and sexuality. <i>Mother India</i> and her league have had a serious makeover therefore. The halter blouse has replaced the white saree. The pout queen does not bat an eyelid before indulging in abusive verbal diarrhoea. Younger filmmakers are discovering new formulae for success. An ‘A’ certification is welcome, even if not actively sought. The song in a movie may be sung by housewives (<i>O Womaniya in Gangs of Wasseypur</i>); it need not be melody driven. Lyrics may be in <i>bol-chal ki bhasha</i> so that people can relate to them.
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Then at times a marketer wishes to change the consumer behaviour in favour of his brand. It is another matter whether he succeeds or not. For instance, Kara Skin Wipes face a tough challenge since these are trying to force a change of habit so deeply embedded in Indian psyche. Besides, the brand is seeking to promote a ‘use and throw’ product which again is culturally not acceptable to the Indian consumer. That too at a price of Rs.30-35 for a box of 10 wipes when much cheaper options are available.
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Nevertheless, the Indian consumer is changing. And this is prompting marketers to change their spots too! But wait a minute! The more things change, the more they remain the same! Marketers need to tune their antennae for discriminating between right and wrong signals. Savita Bhabhi, the porn toon character on the Net, was forced to go into oblivion. Yet Sunny Leone’s porn background is of no concern to the Indian audience. The colour of her skin, her accent, & her passport stand in her defence. And why not? In India, gods are fair skinned while demons are dark. What’s more? There is even a cream available to whiten a woman’s private parts. <i>Bollywood</i> junior artistes now are foreign ‘Goris’.
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Talking about Indian cinema, neither the audience nor the cinema has evolved; it has merely got segmented: On one hand, it is made for the metro multiplexes, Net, and DVD consumers; on the other, single screen audience is still alive and kicking. For a brief while, the working class male vanished in the late nineties in the face of glamorous realism of the Yash Raj films kind. Then came Chulbul Pandey and Lovely Singh (<i>and now Rowdy Rathore</i>) to remind us that a large chunk of consumption of Hindi cinema comes from lower middle class for whom Salman’s muscular bare chest represents body ideal. Salman dresses in Indian style with earrings, bracelet, bright clothes, lives in the same building as his parents, and thereby his star persona embodies many of the values that have endured over time for the Indian lower middle class. Movies like Agneepath are still about maa ka pyaar, <i>behan ki izzat</i>, and <i>bete ka badla</i>. Katrina reminds the audience of raunchy eighties’ style dancing. The dialogue-baazi of <i>Singham</i> will never be over the top for this audience.
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L’Oreal realised, as did Amway, that in India there is big masstige segment. So L’Oreal has decided to offer a lower priced hair care range, including sachets for its shampoos. Elle from France recently launched women-wear at Indian prices. While usually, facilities at a typical international budget hotel are at best of the basic level, in India, Holiday Inn Express, Premier Inn or Formula I all provide multi-cuisine, including regional cuisine, restaurants in their properties, dustbins in the rooms, as also full length mirror for the convenience of saree draping women. So what is the takeaway?
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The Indian society, economy, and psyche are changing. But there exists a continuum. At the same time, deep-seated values, beliefs, and habits are hard to change. So a marketer has to understand that the Indian market is an aggregation of many diverse sub markets. Some evolving, some transiting at a fast clip, while some are already globalised.</div>
</div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com1tag:blogger.com,1999:blog-7628029579667499244.post-88232513169433971692012-05-18T11:30:00.000+05:302012-05-18T11:30:38.956+05:30NOT SORRY FOR INTERRUPTION!<div style="text-align: justify;">
<b>AS ADVERTISING EXCEEDS THE PROGRAMMING CONTENT ON TV, VIEWERS SUFFER IN TERMS OF DURATION, CLUTTERED SCREEN, AND EVEN DEAFENING AUDIO LEVELS. IS THERE A WAY OUT FOR THEM?
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So how do you buy <i>Desh Ka Namak</i>? Well, the loose salt (a commodity) is converted into a quasi brand (purity factor), later a full fledged brand (<i>Tata Iodized Salt</i>), and finally a super brand (<i>Desh Ka Namak</i>). While a commodity has 100% functional value and zero percent emotional pull (<i> for instance, a toothpick</i>), a quasi brand offers some distinctive feature and appeal at least (<i>e.g. Suguna eggs without odour</i>). To become a brand by itself it should have an unparalleled advantage (<i>Amul Milk with no milk powder added</i>). Finally, a super brand is typically 100% emotions and zero percent unique functional value (<i>a Harley-Davidson</i>). The aim of every marketer is to morph his offer gradually from an undifferentiated (<i>at least in the perception of the buyer</i>) product into a superbrand, when he suspends his critical mental faculties for comparing alternatives on functional grounds. TV advertising helps in this since it takes a brand through a six – as process wherein the brand seeks (initial & sustained) attention, awareness (<i>recognition and recall</i>), assimilation (comprehension of claim of the advertiser), acceptance (<i>liking and preference towards the offer</i>), action (<i>purchase</i>), and adsorption (<i>voluntary recall in future</i>).
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For records, the overall advertising pie is growing at a rather modest pace in India. During 2011 as against expected 17% growth in media ad revenues, the industry could manage only 8% taking the size to only Rs.25,594 crore. The outlook for 2012 is also modest, and is expected to hit only Rs.28,013 crore.
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Pit this fact against another one. Running a Hindi GEC costs approximately Rs.2 crore a day or nearly Rs.750 crore a year. News channels and regional channels can be run with average spending of Rs.250 crore per year. But then they have so much less viewership too. By 2011 India had 623 operational channels, as against 552 in 2010. 50% of viewership, however, rests with Hindi channels while another 10% viewers patronise English channels. Out of these 163 are pay channels accounting for a lion’s share of Rs.11,600 crore worth of commercials revenue. At 146 million households the Indian TV distribution market is already the third largest in the world, with pay TV penetration at 80%. This last mile of distributors belongs to a very fragmented industry with nearly 6,000 players who, ironically, however, enjoy local monopoly clout. They are very cash rich since they pocket 80% of Rs.21,630 crore subscription fee paid by the viewers.
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So the TV channels’ revenue model has come apart as these cable operators and distributors create an artificial bandwidth shortage so that they can carry channels as per their own whims, demanding usurious monopoly rent (<i>carriage fee</i>) from the broadcasters. Resultantly, between 2007 and 2011, dependence on advertising by pay TV channels reduced merely from 76% to 72%. In an attempt to balance the books thus the channels are resorting to more and more advertising, volumewise. In 2007 itself TV ads exceeded 60,000. These are growing at a CAGR of nearly 50-60%. But the subscription rate has been capped at Rs.5.30 p.m. for DTH digital TV. The cable TV Network Rules, 1994 say that maximum 12 minutes (<i>20%</i>) of every 1 hour of airtime should be used for commercials. But during 2008-2011, on some channels during prime time (<i>7PM to 11PM</i>), advertising even exceeded (<i>60% of total time</i>) the programming content. Five of the six news channels under scrutiny had used 18 minutes (<i>30%</i>) for commercials. The viewers naturally suffered in terms of duration, frequency, cluttered screen, and even deafening audio levels.
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In a controversial proposal recently TRAI has suggested that duration be restricted to only 6 minutes per hour, more so because the proposed digitisation of television broadcast will certainly mean higher subscription revenue for the channels.
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Obviously, the industry thinks it has a very strong case against the proposed move. It says that, first, restriction on ad air time will create acute shortage of inventory; ad rates consequently will go up considerably. This will also mean that only the big boys will be able to afford them. Second, if ad rates cannot be raised to make good the revenue dip for TV channels, low cost programming will have to be produced; this in turn will tell upon quality (<i>no KBCs</i>). The cost of producing some of the most watched shows is as high as Rs.1.5 crore per episode. But this ironically will reduce TVRs and therefore advertising revenue further. Third, these ads may shift to other media (<i>online/ print/cinema</i>) which may not be perfect replacement for TV; in any case, then those media will be accused of carrying excessive advertising. Besides, TV is perhaps more suited for rural audience than online or print media. Fourth, according to TV channels, self regulations are the best. Also, it is suggested, let the audience decide whether a channel carries excessive advertising.
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On the flip side supporters of such code have an iron cast case too. They point out that firstly many developed nations have such hourly caps, viz. Australia, Canada, Denmark, New Zealand, Philippines, UK etc. Besides, in actual practice the TRAI regulations might not become suffocating anytime soon. Except for the leading broadcasters in each genre (<i>GEC, Sports, News, etc</i>) the rest are nowhere close to the 20% cap. In India 66% of the revenue for TV channels is from subscription while 34% comes from ads. But for major broadcasters this gets reversed to 35:65. TRAI wants that for these channels 70% revenue should come from commercials against current 36%. Secondly, in other countries, UK for example where such regulations are already in place, TV commercials have not extinguished. Third, as regards self regulation it has seldom worked in India. Any self regulation requires high degree of accountability, responsibility, and discipline. But, for example, in print media where such regulations are in place they are observed only in their breach. Besides, while in the print media you can ignore an ad, on TV you can only switch channels and there you face ‘road-blocking’ tactic by the advertiser; escape is virtually impossible. So is there no way out of the impasse?
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Well, one way is to decrease above the line (<i>ATL</i>) advertising and increase activations (<i>BTL – below the line</i>). Unlike mainstream intrusive advertising content branding requires either buying of the content or creation of the content by the advertiser himself. It is less intrusive and therefore less offending too. In film placement, social media, Internet, activities on the ground (<i>Coke Studio</i>) all can be deployed for these purposes. This kind of advertising ‘message’ will enhance mass media ad recall. Besides, creating an independent property gets lot more respect as against sponsorships. Airtel realised this by releasing short films on YouTube (<i>for Har Friend campaign</i>).
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Ingenuity is what is required to increase effectiveness of promotional messages, and not making more noise and irritate the audience.</div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-37817854525928690382012-03-09T11:13:00.001+05:302012-03-10T11:14:30.910+05:30‘LUST-HAVES’ FOR THE LOVE-STRUCK<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-size: small;"><b>THE LIFESTYLE OF THE NEW PACK REFLECTS A CHANGE. BUT ARE MARKETERS READY TO MEET THEIR NEWER NEEDS AND WANTS?</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">When you set sight on a potential companion, your brain releases a potion of chemicals which activates the brain’s pleasure centre. For long-term bonding this must further be followed by two more compounds, oxytocin and vasopressin. Lust, on the other hand, works on testosterone and oestrogen for men and women respectively. Apparently, the mind of the ‘millennium generation’ is irrigated more by the latter than the former. Love and lust are now interchangeable. But are marketers ready to factor in the new norm and cultural orientation? </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">The recent trends reveal quite some statistic. In a phase of transition, the 18- 25 age group remains quite confused on issues like falling in love, getting hitched, or rolling in hay. 55% respondents in a recent survey declared premarital sex to be no big issue. Yet, 62% wanted their future spouse to be chaste. For 41%, a ‘pragmatic’ youth family background (and possibly, family’s nod) is very important. And 51% had already savoured sex before they turned 25. No debate between having raging hormones vs. being financially correct. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Google Trends shows that the search volume index for the word ‘porn’ has doubled in India in the past two years. Seven Indian cities are among the top ten in the world on porn search. Apparently, nearly 50% students discuss porn everyday. The lifestyle of the new brat pack reflects the change. They date with a gusto with even tier-2 towns having campuses strewn with embracing couples. Discotheques in Mumbai, Delhi, Noida and even Chandigarh throb through the night. Nearly half the lot dates regularly. But they don’t have time for the attendant niceties. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">In a poll commissioned by Debenhams, Marilyn Monroe beat Kim Kardashian, Kelly Brook, and Christina Hendricks in winning the crown for having the best beach body of all times, since most women voted for a fuller body so as to show it off in a figure hugging bikini and win the men over. The clothing company has already successfully launched the range based on the analytics collected in the poll. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">In another international survey, a majority of the young women (18-25) commented that they would opt for large frontal assets than high IQ; a third were willing to swap intelligence for more ample assets, while a quarter felt bigger busts would make them feel happier. Nearly 60% respondents believed that men would be more interested in them if they were well endowed. Naturally, in your face women’s sexuality is ubiquitous – on ramps, big screen, idiot box, videos,even on the street. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Now, there are emergency contraceptive pills being advertised on mainstream TV channels, which are actually used as morning after regular contraceptives. Condoms have started giving tough competition to roses on Valentine’s Day in terms of sales. This February 14, one online portal revealed that it had sold over a lakh of condoms; incidentally it had hoped to sell nearly 20,000. Exciting Lives, a shopping portal, offered glow in the dark intimate wear and lingerie made of feather during this Valentine. Animal Planet presented a special programme titled ‘Love in the Wild’ capturing scenes of tenderness from the jungle. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Sex is no longer under wraps. The body has become a temple and a seat of power. Cosmetics, surgery, health foods and supplements, gymming – everything is tried. Beauty has become a big business today, with huge time and money being spent in parlours.</span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">With earlier social mores and norms fading away, a bold & beautiful lifestyle – glamorous girls, handsome guys with multiple credit cards, fast bikes/cars, high flying society – inspires the urban middle and upper class youth. The gender divide is crumbling. The interaction has added dates to a teenager’s schedule and in many cases ushered in multiple relationships in life. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">In essence, the mores and norms that the culture of yesterday embraced are changing – internationally faster, but the change in India too cannot be ignored by marketers. It is time that Indian marketers started creating positioning concepts that become iconic not just on the levity factor (on which Indian ads even currently qualify quite easily) but also the lust factor.</span></div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-53563412451470928692012-02-10T11:18:00.000+05:302012-02-10T11:18:41.039+05:30THE ENIGMATIC INDIAN (MALE) CONSUMER<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><b>THERE IS NO SINGLE PSYCHOGRAPHIC PROFILE THAT CAN CLAIM TO REPRESENT THE WHOLE INDIAN MARKET</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">David Buss, an evolutionary psychologist at the Michigan University, concludes in his study, ‘Tactics for Promoting Sexual Encounters’ that men prefer the direct approach. But women find men with a subtler approach sexier. So lines like ‘I really love you’, or ‘I care about you deeply’ might work better, he mentions, than flatfoot statements conveying the need for physical relations. Aggressive tactics shown in most Hollywood movies, he again suggests, are unlikely to help. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Perhaps. Or, on second thoughts, perhaps not so in India. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>A MARKETER’S PARADISE</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">1991 was certainly a watershed year in the annals of Indian economy. The nation took the first diffident step towards freeing the economy from the clutches of socialism. Unconnected, but as if on cue, KamaSutra condoms were launched the same year focussing not on planning the family but for enhanced pleasure. The year divided the market into BC and AC eras – before consumerism and after consumerism. Post 1991, social austerity did not anymore remain a virtue. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Now, we have ‘First World’ hospitals, shopping complexes, resorts, schools, spas and condominiums in ‘Third World’ India. You can buy any car here. India belongs to the so-called Internet and Global Village. The similarly titled technical revolution seems to have been ushered in. Men spend hours and small fortunes in salons and spas. Seafood sampler with pickled beetroot chutney or corn pea cake served with tomato compote is what you get to cleanse and rejuvenate your body. Chefs are on a health mission, serving to the wellheeled a detox diet. Age – both on the lower and ageing side – is no bar to visit parlours and gyms. Everyone is fighting age with cosmetics, surgery, potions and lotions, and protein shakes; each one is reinventing himself. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Money has acquired a sensuous quality. Greed is good; actually it is God. Epicureanism abounds. According to a media report, the three food habits we are likely to see in 2012 will be home cooking based on exotic ingredients, consumption of ethical food which has to be tasty as well, and visits to the celeb restaurants like Le Cirque and Hakkasan. Instant Nirvana, new age spirituality, fad diets all are new rage along with the reining alternative therapies like Reiki or Feng Shui. Such are the things that excite consumption saturated Gen Xers and Yers. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">To have physical relations is no longer under wraps – at least not as it was before. The age of innocence metamorphoses into adulthood sooner now. Live-ins are more <i>de rigueur</i> than same sex relationships – which also seem to be catching on quite fast. An aspirational society is offloading traditions. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">On the plus side, of course, there is a new kindling of the can-do mentality in a nation dictated by <i>Kismet</i> and the sense of fatalism. Young India is proud of the country and things Indian. Optimism and the ‘feel good’ factor are getting stronger. The future is even brighter for marketers too. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">An IDBI Capital study suggests that the middle class population will grow up to 583 million by 2025 (<i>up from 50 million in 2005</i>) with a significantly increased average real household disposable income. 70% of the household money will be spent on discretionary purchases. The working age population will go up from 65% (<i>2005</i>) to 68% (<i>2030</i>) with more than 39% of the people being below 25 years and 87% below 60. The numbers are truly staggering as far as future potential consumption in concerned. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Well, actually what I wish to highlight is this fact: As Buss simplifies things (<i>read the research at the start</i>), even if sacrificing the intergroup differences, so do the above remarks about the emerging consuming class. But oversimplification is fraught with risk. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>THEY COME IN ALL SHAPES AND MINDSETS</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">While a marketer prefers a single prototype, since it makes his job of communicating and selling a single product easier, stereotyping is always laden with dangerous overtones. Not every male is using caviar creams or undergoing laser treatment for hair removal. Nor for that matter have sarees been abandoned or red wine become the preferred drink for the fairer sex. No doubt, the androgynous sartorial style popularised in <i>Dil Chahta Hai</i> has its loyalists. But the muscle rippling dresses of Salman Bhai have a great degree of acceptance too. There is no single psychographic profile that can claim to represent the whole market. Broadly speaking, Indian males fall in four categories, Conformists, Hedonists, the Janus Faced, and The Evolving Ideal. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>A Conformist</b> is driven by traditional values, loves his family, and is shorn of ostentation. He likes value for money brands, and is unlikely to ‘dress up’. He finds debt as an abhorring burden. So sell him the mass marketed brands which reach out to him with images celebrating the man in control (<i>over situation or woman in his life</i>). Platina, Peter England or economy in Gillette shaving gel are likely to succeed with this tribe. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>A Hedonist</b>, the second type, belongs to the ‘I, me, myself’ genre. He is driven by status and status symbols. Unlike conformists he is a risk taker and pleasure seeker. Situated in metros and tier-1 towns he is perhaps single. He equates best in the class with the concept of value. Dandy looks are very important to him; in fact he is obsessed with his appearance. Credit card is something he frequently swipes. He aspires for a Harley Davidson, but sell him at least a Pulsar, an Allen Solly andthe brands of the ilk on premiumness and hitech imagery. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">We also have the Janus Faced consumer who is constantly striving to project a politically and socially correct image. He is always conscious of others’ opinion about him (<i>a Blackberry 9900 or Apple i4S</i>) and conducts himself accordingly. For him success equates both money and recognition. He is paradoxically individualistic and yet approval seeker. Therefore he is unlikely to breach social norms. Ads built around loss of face or social ostracism are likely to be on spot for this category. It is for these people that Maruti is introducing its SUV which is actually a cross between a car and a true blood 4x4 off- roader, since he wants to set himself apart and get noticed but not very radically. So, truly innovative category creators are not for him. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Finally we have the Mr. Male of the future – <b>The Evolving Man</b>. He believes in tending to his kids (<i>Nivea Man</i>) and the family. He shares the household work with the wife, gives her the morning cup of tea first thing when she wakes up (<i>now, which ad was this!</i>). He is neither overly conformist nor a rebel against all things traditional. Young, professionally educated, he has a progressive outlook.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Purchases are decided and made jointly. He rarely buys on impulse and plans a lot. Naturally he is game for household gadgets, family oriented consumption items, and, when single, productivity enhancing devices. He is driven by quality and buys rationally. He truly epitomizes the Raymond’s complete man. He would like to drive a diesel sedan which is neither too flashy nor too dowdy. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>LAST WORDS</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Having said it all, however a word of caution. Instead of segregating the Indian males and then targeting the specific groups, a better strategy would be to find synergies between different groups. For example, both the traditionalists and the evolving are family oriented, while both the hedonists and Janus faced are selfseekers. Develop your products and communication strategies accordingly.</div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com1tag:blogger.com,1999:blog-7628029579667499244.post-78302074753661249722012-02-03T20:14:00.000+05:302012-08-19T20:17:51.704+05:30AVOIDING POSTPLACEMENT BLUES<div dir="ltr" style="text-align: left;" trbidi="on">
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The year was 2005. I was consulting with a company incubated by two ex-HCL directors. It was not delivering. In the prediagnostic phase the directors proudly proclaimed that the employee turnover at the organization was a piffling less than 5%. Intrigued, I wondered whether there lay the nub: had the employees reached the trough of their inefficiency? Further probing revealed that this was one cozy joint family like set up headed by condescending patriarchs rather than task oriented bosses. Recommendation went out from me: do away with the deadwood as of yesterday and change your own leadership style. Loyalty and long tenure are not necessarily something to strive for by the HR department. See how the Government of India functions with its bunch of ‘committed for life’ pool of manpower!
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The other polar extreme is, however, the CIL case discussed in the present issue of Theory i Management. A quick turnover and high attrition rate are equally jaundiced and worrying situations. This may result partly from the mercenary like attitude of the Gen. Y hires, partly due to misplaced career expectations, but in no less measure also due to the preplacement spiel being dished out by the potential employer to the graduating batch. Within the first 2 years of joining nearly 10-20%. MBAs opt out of the companies they were placed in. This has massive direct and indirect cost implications for the employer.
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MBAs nowadays are loyal to their profession, not to an organization. Many quit because they are given assignments that do not seem to add value to their careers. In a growing economy like India, myriads of opportunities are available, especially for premier B-School alumni. Indubitably money acts as hygiene and a motivating factor at least up to a level; many of them resign because they feel that the job content does not match expectation or the promise made in the PPTs; disaffectation sets in early. Or the compensation package may be designed in a manner that CTC is shown to be stratospheric. But upon disaggregation the net sum realized by the young joinee falls below the threshold. So perhaps instead of recruiting the ‘crème’, HR head should look for students with the right mental fit. The company can always tap the talent in the right way while keeping them excited about their job. Or, the company can possibly structure recruitment in different tiers and visit A plus, B grade, and even B minus category institutes. Most important, the recruiter must avoid raising expectations beyond what they intend delivering; else very soon a disconnect will be created leading eventually to parting of ways.
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Many MBAs anyway lack the right attitude, are unwilling to learn, and want only high visibility jobs. This cannot possibly match each profile the company has in mind for future inductees. So the companies should not only articulate what they offer, but equally, what is not there on the menu. If you are not the best paymaster or offer ‘less’ glamorous profiles, be upfront about them. Instead, balance these negatives by (even if intangible) gains that a future employee can hope to enjoy in the event he decides to join in.
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Even B-Schools can play a proactive role in avoiding future alienations by ensuring that the students opt for the specialization based on individual strengths and weaknesses, and not (as is generally the practice) on such frivolous considerations as which jobs are ‘hot’ nowadays! Meaningful summer internships go a long way in enabling a student to know what kind of career he should opt for. And even rotation among various departments in the company allows the new hire to form an idea as to where his predilections lie. His competencies may be mapped and then he may be guided about the profile most suited for him.
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Attrition management adds to the bottomline of the company, remember.
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-64052340773345803502012-01-13T11:24:00.004+05:302012-01-13T11:56:48.078+05:30SELLING YOUR OWN LEGEND<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><b><span style="font-family: inherit;">PERSONAL BRANDING IS NOT MERELY PROMOTING ONESELF. IT HAS TO BE MEANINGFUL, DISTINCTIVE, RELEVANT, CONSISTENT AND AUTHENTIC IF YOU WANT TO CREATE AND SELL YOUR OWN PERSONA – SUCCESSFULLY.</span></b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><span style="font-family: inherit;">Mariah Carey has insured her legs for $1 billion, Tom Jones his chest hair for £35 million, JLo has posteriors secured for £18 million, and Dolly Parton is safe with her frontal assets covered for £400,000. When people can afford to manage their assets with such financial backing you know that they command brand value. But how? Well, you have to create and sell your own persona – successfully. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Most buying decisions are based on trust, confidence, and emotional connect that people have with a product or a person. Ranbir Kapoor is eulogised even if <em>Rock star</em> gets low rating. A brand is the expectation, image, and perception that an offer creates in the minds of the target audience. One song from Silk Smitha and the film was likely to be a hit. Successful branding captures the mindshare and the share of the wallet by outwitting its competitors. It ensures commanding of a premium over a commoditized offer. KBC minus Amitabh Bachchan is just one more TV show. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>SO WHAT IS PERSONAL BRANDING?</strong></span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">We trust people more than companies. Accordingly personal branding is becoming more relevant than even products/ corporate brands. It is Anna’s persona – simple, direct, uncomplicated, powered by passion and conviction from the heart that has fired popular imagination. Even if important, the big idea – corruption is at the root of it all – will fail to draw sustenance without his backing. Yet most people don’t seek to manage their individual brand strategically, consistently, and effectively; in fact they don’t even appreciate that they are a brand, good or bad. And those who do manage their equity hold a flawed understanding about the process of branding itself. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Personal branding is not merely promoting oneself. A personal brand has to be meaningful, distinctive, relevant, consistent, exciting, compelling, enduring, persuasive, memorable, holistic, and authentic. Branding is about creating an identity that associates certain perceptions, feelings, and emotions with itself, and then influencing the target audience to buy an idea/offer based on that identity. A successful brand makes a credible, superior offer, and then delivers it. For this the prerequisite is to understand one’s unique attributes, strengths, skills, values, and passion, and then use them to separate oneself from competitors. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Take Sallu Bhai. The nickname for Salman Khan itself has been carefully created by his spin doctors to ensure that he is perceived as a hero of the masses. <em>Wanted, Ready, Dabangg,</em> and <em>Bodyguard</em> have ensured that he has become the most bankable star with a tremendous mass appeal. With memorable names like Chulbul Pandey and Lovely Singh, his star persona – raw, muscular, shaven physique – remains central to the male-working class ideal of the body. His offscreen image is in sync with his on-screen one. Thus he wears the same clothes whether acting or living his life. He reflects the Indian style – bright colours, earrings, inexpensive clothes, bracelet. He shares the residence building with his parents, staying in only one bedroom apartment. He participates in the Ganapati festival. He embodies lower middle class values of forever caring and giving. SRK, on the other hand, is quintessential symbol of ‘hard work leads to success’, reflected in Mannat, Vanity van, and jet setting lifestyle. As for Aamir Khan he follows three dictums: Do what makes you happy, not worrying about being successful; be courageous; and, live life on your own terms. Each one of them has a different recipe for successful branding. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>SO HOW DOES ONE BUILD A PERSONAL BRAND?</strong></span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">You may be excused if you think that Rakhi Sawant is only good at seeking cheap publicity. But make no mistakes. All this is carefully orchestrated. She is savvy enough to spin off a show business career on the basis of so-called publicity stunts – Swayambar, breaking up with her boyfriend onscreen, or declaring her intention to marry Baba Ramdev – since they raise her celebrity quotient as also the appearance fees. Why do you think Mallika Sherawat keeps fetching good roles? Because she advances her career by using Jackie Chan, or pronouncing her more than nodding acquaintance with Obama, or simply by saying outrageous things. These girls are not dumb; they can teach a lesson or two to many aspiring brand managers. </span></div><div style="text-align: justify;"><span style="font-family: inherit;"></span><br />
<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">So how do you go about building and sustaining a great personal brand? Well, for starters, you can follow this blueprint & the roadmap with five building blocks: </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>DEFINE AND FORMULATE YOUR PERSONAL AMBITION</strong> </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Bill Gates’ dream was: a PC on each desk. Now his vision is to prove Malthus <em>(who said that overpopulated earth will see mass diseases so as to turn world population manageable again)</em> wrong through supporting mass vaccination programme. SRK wants to be the entertainer to the world. And Anna’s vision is to see a corruption free India. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>WRITE YOUR OWN BRAND STATEMENT</strong></span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Define your personal brand statement encompassing your ambition, speciality, objective, and domain of operation. Sonia Gandhi does not merely wish to lead the nation; she wants to be instrumental in developing legislations and influencing government thinking for social engineering. Yet she is always respectful to the constitutional supremo, the Prime Minister. She always stands behind him when they are at microphone together, and always stands up when he arrives. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>FORMULATE YOUR PERSONAL BALANCE SCORECARD (<em>PBSC</em>)</strong></span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Assess your personal critical success factors needed to translate your ambition and brand statement into manageable and measurable personal objectives, performance matrix, targets, and improvement actions. Larry Page and Sergey Brin relentlessly work to achieve their mission – organise and make all of the world’s information available through Google search. Sergey is the arbiter of Google’s technological approach while Larry is the primary thinker about the venture’s future direction. They make an unassailable team. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>IMPLEMENT YOUR AMBITION, AGENDA, AND BSC</strong></span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">When Henry Ford dreamt about a car for the masses, he introduced the concept of assembly line to mass produce cars. Aamir refused to pose for Madam Tussaud’s wax replica since he wanted no distraction while building his professional career. Salman battled excruciating pain from a nerve disorder to work out for 5 hours everyday for the mandatory shirtless scene in the climax of the movie <em>Bodyguard</em>. You have to commit your resources to build your brand. Bill Gates is successful in both his ventures – Microsoft and Bill & Melinda Gates Foundation – since he uses his excellent problem solving skills to the hilt. </span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;"><strong>AUDIT YOUR PERFORMANCE AND UNDERTAKE MIDCOURSE CORRECTION</strong></span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">SRK still suffers, by his own admission, from insecurities (<em>of possible rejection</em>). Malvinder and Shivinder (<em>formerly of Ranbaxy</em>) realised that they could not pursue their vision for Ranbaxy due to lack of funds; they opted out.</span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">All the legends – M. S. Dhoni, Lady Gaga, Ratan Tata, Paris Hilton – thus: </span><br />
</div><div style="text-align: justify;"><span style="font-family: inherit;">• Know exactly what makes them unique, special, and outstanding. </span></div><div style="text-align: justify;"><span style="font-family: inherit;">• Identify and leverage their dreams, and have the faith and courage to pursue them through delivery of peak performance. </span></div><div style="text-align: justify;"><span style="font-family: inherit;">• Having identified their talent & genius, seek to transcend beyond it. </span></div><div style="text-align: justify;"><span style="font-family: inherit;">• Attain success by living according to their dreams.</span><br />
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<div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: inherit;">Silk Smitha, the precursor of today’s item girl, offered huge dose of sexuality and oodles of oomph, with few inhibitions, to make any film marketable. In 1996, however, she allegedly committed suicide because while she represented the seamy underbelly, she had never herself opted for this ‘status’ voluntarily.</span></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-812952282484756882011-11-18T11:34:00.001+05:302011-11-18T11:41:54.040+05:30AN ANATOMY OF THE MODERN WOMAN CONSUMER<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><b>OVER THE YEARS, THERE HAS BEEN A SEA-CHANGE IN HOW THE FAIRER SEX IN INDIA BEHAVED AND REACTED. TODAY, THEY ARE ALSO A VERY DIFFERENT LOT OF CONSUMERS. SO, WHAT’S IN IT FOR THE MARKETERS?</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">‘Slut Walk’ or ‘Pink Chadhi’ may or may not be the movements she wants to be associated with. But dandy and candy, <em>cutesy</em> and polished are certainly the adjectives the lady would like to reserve for the Omega man, not for herself. O.K. So men donning orange jackets or pink waistcoats may still not be found in India; yet the Über woman certainly thinks that the new age man must loosen up so that he can whip up an Espresso while she enjoys a post coital fag. Mythologically, Sita (<em>Lord Ram’s wife</em>) was an ideal woman – a chaste, uncomplaining, self-sacrificing shadow of her husband. But this year, The Ramayana at Shriram Bharatiya Kala Kendra and at Akshara Theatre caricatured her as the modern Indian woman. At Kala Kendra, she is an empowered woman with an identity of her own, while at Akshara, Ram and Sita were presented as two independent individuals and equals. Sita was no more presented as a victim or a meek character; rather, she is a strong woman who makes her own decisions and choices. And in the end, it is not Sita alone who descends into the earth – as in the original version; instead, both husband and wife merge to become a single entity. In the <em>Bollywood flick Break Ke Baad, Deepika Padukone</em> is a wild child knocking down drinks, puffing away, and refusing to be tied down in a conventional relationship. In <em>Kartik Calling Kartik</em> she makes the first move on Farhan Akhtar. A drunken Katrina Kaif is a <em>beedi-smoking</em>-hell-raiser, yet she is a ‘wild-but-nice’ girl in <em>Mere Brother Ki Dulhan</em>. A decade ago, such women would be portrayed as one with suspect morals. Today, such roles are supposed to reflect the boldness of the fairer sex and the gender equality in society. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Le Meriedian hosts an exclusive women’s whisky (<em>not wine</em>) club with a membership of sixty corporate honchos, entrepreneurs, artists, diplomats et al. The spirits companies are now reaching out to women who are charismatic, stylish, confident, assertive and independent. Welcome to the constellation where Mars and Venus are exchanging places, a world of Über Women, Omega Men. In this, admittedly niche, world gender equations are melting, merging, and are being rewritten. Though a predominantly urban (<em>SEC A1</em>) trend, now there exists an Über woman, assertive, tougher, and worldly wise. She is neither emotionally vulnerable, nor is she submissive. Rather, she is self-driven, selfcentred, domineering, knows her mind – be it in food, fashion, or fantasies of sex. More importantly, she has both money and motive to fill the coffers of the attentive marketers.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">So Debenhams, the men centric department store has now transformed itself into a women-focussed one by skewing the merchandise in their favour. At Shopper’s Stop, while the same store sales are growing at 9% overall, the women’s category is growing at 25%. Three years ago, in total, the chain had three counters each of Estee Lauder, Mac, and Clinique. Today, the count has swelled to 30 for each brand. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Even malls are moving along the same path. One of New Delhi’s most-known and upmarket malls – Select City Walk Mall (<em>Saket, New Delhi</em>) consciously decided to target lady shoppers. To that effect, the mall’s promoters courted ethnic stores like Zardozi, Kalpana and Fab India, even as they signed-up global brands like Espirit, Mango and French Connection, among others. Today, almost 75% of the mall’s merchandise is women centric and 60% of Select Citywalk’s footfalls is accounted for by women. And why not? Today, there are about 10 million urban women in the age group 20 to 40 years, holding managerial jobs. And this number is expected to balloon to 50 million by 2020! These women spend 35% more on themselves than traditional home makers. Though not all, a significant proportion of this cluster would be those ‘who wear the pants in their household’ – those who dominate over the Omega Man. These are the women who make their own choices, are anything but sub-servient, are not constricted by their biological clocks, and unashamed of their libido. This lady is not afraid to be useless in the kitchen and retains the freedom to even reject motherhood. She is not a rebel; it is only that she makes her own choices.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">The beginning of this trend can possibly be traced back to a redefinition of her priorities and financial independence. Morning-after pill on one hand and platinum credit card on the other have liberated her. She has become indulgent, and doesn’t mind splurging on herself. She pays by a credit card and buys from speciality retailers. She spends heavily on healthcare (<em>supplements, stress, relievers, fertility control products</em>), personal care (<em>skincare products, beauty enhancers</em>), eating-out (<em>Risoto, Sushi and falafal</em>), accessories (<em>Clark shoes, Da Milano bags, and Longines watches</em>), jewellery (<em>diamond studded platinum pieces</em>), financial products (<em>fixed deposits, mutual funds</em>), travel (<em>all women trips</em>), or whatever money can buy. Purchases have to be both branded and premium even if not luxe. She is qualified with a professional degree – in management, fashion, interiors, or even finance – under her belt. The household she belongs to is possibly DINK or DISK, since she decides about motherhood/parenthood. In any case, kids are no more <em>mamma</em>’s responsibility alone; the man of the house must find time for children too. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">There was an Airtel ad in which the guy had organised a party while his wife was away. A big dirty stain on the tablecloth results. And who shows him how to remove it? His friend. Society Tea and Double Diamond ads had husbands trying to impress the wife with perfectly brewed tea, when she returns home, knackered from work. No more a depiction of fantasy for the crossover woman; this is how she wants her man to be. This woman mainly sees herself in the role of a manager, mediator, mate, and myself, me, and I. In the last role she can be portrayed in 5 unique ways (<em>as shown in the table titled, ‘Needs of modern women’</em>) in marketing communication, in order that she becomes a buyer. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Yin & yang qualities are being shaken up, yes. Still perhaps, even the society does not want that men stop taking the initiative to hold a woman’s hand in love. So essentially this ‘couldn’t-care-less’ <em>avatar</em> of the Indian woman is actually an auto-protection mode for a limited segment of the society. Notwithstanding, it has a great marketing potential, since this segment controls a disproportionately large percentage of purchasing power and believes in spending it. Only imperative is to understand them and their needs and motives.</div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-36966956076029139222011-10-21T11:22:00.003+05:302012-02-17T11:01:51.713+05:30iMARKETING: WHY IS THE MAGIC MISSING?<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><b>CERTAINLY STEVE JOBS’ CREATIVE GENIUS HAS PROTECTED THE COMPANY ALL THESE YEARS. BUT WHAT ABOUT APPLE OF THE POST STEVE GENERATION? WILL HIS LEGACY LIVE ON?</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">On August 10, 2011 Apple became the most valuable company in the world with stock price at $364. If you had invested in Apple IPO in 1980, this would have fetched you a return of 13,300%. In fact, by this date more than 314 million iPods, 129 million iPhones, and 29 million iPads had been sold. The latest version iPhone 4S had 4 million confirmed buyers during the weekend of October 16, 2011; the number is rising every hour. All this because of the efforts (<i>atleast visibly</i>) of one man army – late Steve Jobs. Uber-secretive he built his devices without screws so that what was inside would remain unknown. He had the uncanny ability to ‘blend foresight, fashion, form, and function’ which he used to revolutionise music, mobile, communication, telephony, retailing, and of course computing. But more than that he transformed the way people used technology.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">He, of course, had his share of ‘lemons’ in Apple III (<i>1981, unreliable hardware</i>), Lisa (<i>1983, at $9995 too expensive</i>), NeXT (<i>1989, ahead of its time and prohibitively unaffordable), Puck Mouse (1998, would disappear in the palm</i>), The Cube (<i>2000, designer PC which flopped again due to price factor</i>), iTunes Phone (<i>2005, which could hold only 100 songs</i>), and Apple TV (<i>2007, half hearted effort born out of ‘hobby’</i>). But against these duds there were revolutionary products that deified Jobs: Macintosh (<i>1984, GUI and cheaper yet faster than LISA</i>), NeXT (<i>1989, even after failure its software provided the basis for today’s Macintosh and iPhone OS</i>), iMac (<i>1998, strikingly designed, easy to operate home computer), iPod (2001, first successful digital music player with a hard drive</i>), iTunes Stores (<i>2003, made buying digital music easy and cheap to access</i>), iPhone (<i>2007, foolproof mobile</i>), and iPad (<i>2010, most advanced tablet</i>).</div><div style="text-align: justify;"></div><div style="text-align: justify;"><br />
But, wait a minute! This piece is not about his regular creation of products that would disrupt many markets and marketers. For, every one knows how the Apple I and II forced IBM to enter the PC market,how iPod has almost killed the MP3 players and the personal stereo system, or how the iPhone has disrupted the smartphone market. It also does not wish to tell you that Jobs had a great propensity to take other people’s concepts, improve upon them, and spin them into wildly successful products. Remember Apple never invented computers, digital music players, or smartphones. It reinvented them for people who did not want to learn computer programming or negotiate the technical hassles of keeping their gadgets working. Reams have been written about Jobs’ incessant effort to delight customers by bringing to them the products that ‘they did not know they needed’. However, we have a different agenda, that of pointing at the Achilles Heel in the armoury of Apple Inc.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Apple, after all is not a particularly good innovator. Instead, it relies on design, functionality, and branding to charge huge markups for its products. It was the passion and patience, until he would get it right, of Steve Jobs that would motivate him to pursue an idea and commercialise it through a wildly successful product. But what about Apple of the post Steve generation? Even if millions have booked iPhone 4S over the weekend, by their own admission these people are buying the Jesus Phone because it is the last thing designed by the late ‘Michelangelo of the digital era’. Earlier Apple was known for maverick engineering. But the latest launch has invited mixed review. According to the detractor tech geeks it was a disappointment; it has blown open the doors for the competitors to come charging in. Besides, the launch presentation itself lacked all the aura, drama, and hype that one used to witness when Steve Jobs would orchestrate the launch. People now have many other options to park their money, to get more bang for the buck. Sea Ray from Nokia, Xperia Arc S from Sony Ericsson, Wave 3 and Nexus Prime from Samsung, Titan from HTC and many others from Motorola, Blackberry, LG etc. are likely to offer formidable rivalry to the incremental upgrade from Apple. At least until the release of iPhone 5.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Apple is what it is today because it marries cutting edge hardware and software to provide the user an experience he has not had before. However, this walled garden approach might prove to be its nemesis. Apple is applying its might to make the company experience of its users less free, more locked down, and more tightly regulated than ever before. All of Apple’s iDevices use operating systems that deny the user access to their workings. In an industry where innovation is commoditised, locking consumers into proprietary platform is not a good idea. Open source yields technological improvements on a scale no individual company can hope to match. Computer and cellphone makers have mostly burnt their fingers with home grown software. Costs of keeping up with Android for mobiles and tablets can be prohibitive. No matter how brilliant marketing is, the iPhones & iPads will always be under intense pressure from the likes of Micromax (<i>makers of iPhone lookalike</i>) and Akaash (<i>tablet at Rs.3,000</i>).</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Then, by Apple’s own admission, it has never proactively chased customers worldwide. It is only committed to employees, partners, and customers who spread the gospel about its products. But that still does not explain the almost malignant apathy of the company towards the Indian market, the world’s second largest for mobiles, having 600 million plus active subscribers. Apple, the world’s largest smartphone maker, has failed to capture a significant share out of this booty. The market for smartphones in India is forecast to grow at 68% per year, reaching 81.5 million units, by 2015. Nokia and RIM far outnumber Apple here. Apple shipped only 21,150 iPads to India during April-June 2011 (<i>0.2% of its global shipments</i>). iPhone accounted for barely 2.6% of India’s smartphone shipments in the same quarter. So, whereas Apple App Store has 5 lakh plus applications available for downloading, and Blackberry barely 36,781 (<i>as on June 30, 2011</i>), still RIM has won hands down because it got the right product, the right app for its target customer, and the right timing. Nokia commands 46% marketshare, Samsung 21% and RIM 15%. RIM’s BBM (<i>instant messaging service</i>) is popular because it was one of the first, and it functions well on networks a generation behind the speeds offered in the US and Europe. Apple has lost out partly because it thrives on 3G network which has very limited footprint in India. But there are other reasons aplenty.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">In a highly price sensitive Indian market an iPhone 4 costs $705; the same handset is priced at a mere $199 in the US. Any amount of marketing chutzpah can’t face the onslaught of price warriors, especially in India, a market which incidentally also represents the new frontier of digital world. RIM entered India in 2004 and now wishes to expand its distribution to 80 cities from 15 in 2010. Nokia already has more than 200,000 outlets in India and offers 13 smartphones models. But consumers cannot buy Apple products from company stores (<i>in fact, there are no Apple stores in India, only licensed resellers</i>) or even its website.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Finally, Apple is known more as a retailer than an institutional seller. In the US between October 2009 and September 2010 it sold only $50.8 million worth of products to the US Federal Government out of a total reported sale of $65.2 billion. This partly stems from a fundamental mismatch in orientation. Apple revolutionised the markets it operates in by designing products people ‘did not know they need’. But government purchasing always starts with issuing detailed description of products it wishes to buy. Whatever, the fact remains that in India the government is a major buyer of all the technological products. No company can ignore it if it wants to do big numbers.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">While Jobs’ creative genius has protected the company all these years, now when his legacy has began to wane, Apple will have to contend with sobering realities of a new marketplace which is swarming with hungry wolves and sharks out to attack a vulnerable soul.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Apple has learnt no lessons from the failure of iPhone 3 in India. It is high time it reviews its marketing strategy for the world’s second largest market. </div><div style="text-align: justify;"><br />
</div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com3tag:blogger.com,1999:blog-7628029579667499244.post-39992691136482468432011-09-23T10:03:00.000+05:302011-09-23T10:03:55.564+05:30FIELDWORK OR FEELWORK?<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><b>STRATEGY FORMULATION AND EXECUTION WITHOUT THE BENEFIT OF CONSUMER INSIGHTS IS AS SENSIBLE AS RUNNING ON A MINEFIELD BLINDFOLDED</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Despite being known as a highly professional company offering very challenging work environment, an MNC (name being withheld) failed to attract top notch talent from B-schools. Research told the company that it was telling its prospective recruits what they already knew, thereby adding no value through communication. Besides, these freshly minted MBAs wanted moderate challenge, not the ‘fear factor kind’ of environment at the workplace. Tang kept on insisting in India that it was orange juice to be had on breakfast table, as in US. Instead it should have perhaps tested the hypothesis whether the brand would find acceptance on any other occasion, given that Indians don’t drink juice at breakfast table. A third company wanted to find out which flavour should it choose to lace its new introduction of glucose powder with – grape, pineapple, orange, or mango. This despite the common knowledge that in India the most acceptable flavours are mango and orange. Real was also introduced the western way – unsweetened. But research made Dabur realise that market preferred it sweet. Yet when Tropicana arrived in India it came in with sugarless juices. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Strategy formulation and execution without the benefit of consumer insights is as sensible as running on a minefield blindfolded. At times these might be intuitively obvious to the marketer. A tremendously successful cigarette brand – Charms – was introduced without any research input. Or, at other times while research may provide counter indications, a marketer, through sheer perseverance, may still make a success of a brand. Pre-launch survey for Sintex water tanks had warned against such a launch. So a manager should avoid making the business problem a slave of the research. But, equally he should avoid working on the strength of a mere hunch. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>RESEARCH PROVIDES A DECISION SUPPORT SYSTEM</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">When R. Mohan thought of introducing Good Knight repellant mats (in 1984) the market was using coils followed by creams and sprays, with coils commanding 70% market share. Mohan wanted to introduce an electronic mosquito repellant,including the electrical mosquito destroyer (EMD) and the chemically impregnated mats. Focus groups were conducted among both non-users and users of repellents. The aim was to know about principal and peripheral motives behind the use, knowledge about the product, and the level of satisfaction enjoyed. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">It was discovered that the basic reason to use the repellant was to enjoy peaceful sleep. Knowledge about electronic repellents was virtually missing, and those who knew disapproved of their high price and fluctuating quality. Families with children were frequent users of coils and creams, and they were reasonably satisfied. While users of mats disliked cream due to its perceived harmful effect on skin, cream users avoided mats since they emitted harmful gases. Pricewise, at Rs.5-10 both were affordable, easily available too. Briefly put no major dissatisfaction. Undeterred, Mohan decided to launch his high priced contraption through premium positioning. The product was targeted at dissatisfied cream and coil using parents with young kids. Communication aimed at selling generic product concept & induce trial by projecting a modern image, and ease of use. The rest, as they say, is history. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Learning: At times research about not whether but how the concept will work. Not decision making about strategy, but decision support system is provided by marketing research.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>CONCLUSION BEFORE THE HYPOTHESIS?</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">One of the top three multinational nonformal shoe marketer came to India, salivating over teeming millions as potential buyers. Logic deployed was simplistic, albeit daft: Everyone who could buy a Maruti was capable of buying the shoe brand. Logic so far was uncontestable. But how can you forget the simple lesson of Economics 101: What ‘could’ be purchased is not necessarily what ‘would’ be purchased. Need plus ability plus motivation plus opportunity combined together generate demand for a product. Another MNC, this time a contact lens maker, had gathered some data from published reports and estimated that the market had a size of 2,00,000. Indian middle class was spending huge amounts on branded clothing, fashion accessories, grooming products and so on. Besides, every unmarried, spectacled woman between age 18-26 was looking for alternative to spectacles (not true) since Indian men did not want girls with glasses (even if true). It refused to accept the researched size of the market, between 75,000-78,000. A third marketer, in face of declining sales for his product, had concluded that flat sales were due to the tactical price cut by the competitor. The brand manager wanted the research to answer: One, should he cut prices; two, should the cut be even lower than that of the competitor? The agency being wiser than the client found out that consumers were not price sensitive anyway, and only one third market had even noticed the Rs.2 price differential between the client and the competitors’ brands. So it tested other hypothesis. It found that penetration of the competitor was now deeper by 500 more outlets and it was paying better margins to the retailers. Hence, bigger sales. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Learning: Preconceived notions yield wrong hypotheses and faulty hypotheses do not deliver correct findings.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>RESEARCH HELPS FINE-TUNE POST LAUNCH STRATEGY</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">When Gillette introduced shaving gel in aerosol cans, where it could be sprayed directly on the face, it failed to find many Indian users. Research revealed that in India users associate shaving very strongly with brush and foam; they were uneasy about using gel directly. The company introduced a gel tube whereby the shaver puts gel drop on a brush and works up the lather. Cadbury found that with a positioning of Cadbury as a gift to a child on special occasions, and with 70% marketshare, the sales were stagnant. The parent would be the buyer but never consumer. The company repositioned the bar: eating chocolate is an everyday affair, and for adults; the sales shot up. Research surveys and retail feedback repeatedly pointed out that Barbie appealed to only those inclined westward. The company decided to launch ‘Barbie in India,’ a dark haired variant drapped in a saree, sporting a bindi. It worked.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Learning: To the extent possible, listen to the consumer & fine-tune your Ps of marketing. Give Real to those with a sweat palate and Activ, Zero sugar range, to diabetics. Both should work. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>RESEARCH, HOWEVER, CAN’T SUBSTITUTE FOR INTUITION</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">All over the world, Lifebuoy was sold on the body odour platform. Unilever (now HUL) wanted to deploy the same positioning here too. Lintas, their agency, did a dipstick and found that in India body odour was not perceived to be a problem. Lever pointed out that it was not perceived to be a problem in West either – until Lifebuoy campaign made people conscious about it. Lintas, unconvinced, pointed out that in West people lived in close spaces, not necessarily bathing everyday. In India people use open spaces and bathing is a daily ritual. So ultimately the platform chosen was Lifebuoy hai jahan, tandaroosti hai wahan (where there is Lifebuoy, health is assured). Today, while in West Lifebuoy sells no more, in India, volumewise, it is the largest selling soap brand. Hindustan Lever had initially rejected the Lalitaji Campaign for Surf. It was the agency again which wagered a bet and sought permission to go ahead with the campaign to counter the declining sales. Sony Corporation is on record saying that it does not make sense to talk to consumers anyway, because they don’t know. No pre-launch research was ever done before the introduction of ipod, iPad, or iPhone. But before you jump to the conclusion as to why then spend money on research, remember that the list of failed products from Steve Jobs is longer than the ones that worked. And Sony is losing its status of being an innovative company to Samsung which retains its faith in research. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Thus, intuition cannot replace research either.</div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-67941052260309614422011-09-02T20:11:00.000+05:302012-08-19T20:12:28.877+05:30AS INDIANS, DO SAVOUR SWADESHI!<div dir="ltr" style="text-align: left;" trbidi="on">
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A while ago as I ventured to select junior managers for a North India based conglomerate, I decided to put the hopefuls through a different grind: I quizzed them about successful brands in various product categories like bathing soaps, detergents, candies, soft drinks, etc. Sure enough this proved to be an easy one for them. They named the brands pronto, most of them being from the stables of an MNC. I followed it up by asking them about cash cows in the same category, but this time from an Indian company. To my consternation, though admittedly not surprise, many demurred this time. Ghadi detergent, Hajmola candy, Godrej No.1 were entities they were acquainted with but were clueless about how these brands were proving to be formidable foes to their MNC rivals.
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Most B-School graduates have to work in Indian markets which have their unique DNA, team up with Indian counterparts who have a typical work culture, raise money from the Indian financial system which is highly unorganised, and practice production and logistics management even when supply chain management is an alien concept. The importance of the kirana store in the retailing business, existence of caste-based groups in factories, highly fragmented financial and capital market, impossibility of adopting JIT practices for inventory keeping, etc. are some facts that an Indian manager has to grapple with. Herein lies the significance of case studies steeped in knowledge about business as conducted in India.
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How can pickles be marketed; what is work-life balance in the Indian context; why do incidents like Bhatta-Parsaul, Nandigram and Singur happen; why is Anna a brand in his own right? The answer to these and other similar questions are not available in cases drawn from Harvard, Wharton, or other Ivy League B-Schools across the globe.
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While it may be interesting to learn how Hollywood studios are marketing a Spiderman or an Avatar, it will be more instructive and gainful to analyse how a certain Vishesh Films has been able to crack the consumer code and deliver 18 hits out of the 25 movies that it has released. Or, despite having small-sized farms, why peasants in India generally favour to purchase a 50 HP tractor, making mincemeat of the mythical ‘rational buyer’!
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It is certainly not our case to claim that by arriving at classroom solutions to a myriad number of cases a management wannabe can hit the ground running, or he/she can replicate the real-life working on, say, Project Shakti. But learning about the success of the Scorpio and the failure of the Nano enables him/her to grasp the context better than if he/she solves a case on the Prius or the Mustang.
The purpose of coming out with this publication, therefore, is twofold. Knowledge being a ‘merit good’ (invoking Economics 101, if you allow us!) we, the editorial team, have decided to put case studies developed by IIPM faculty members into the public domain so as to make them accessible to all managers, practicing and aspiring. All these cases will be the narration of stories as they unfolded in real Indian companies and institutions. A subsidiary aim, of course, is that we would like IIPM to be known as a knowledge creator and not merely a knowledge disseminator, especially when it can claim the unique distinction of being hyperactive in teaching, research, consultancy, training, and publishing.
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Ciao for now.
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K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-14310834529988452352011-08-26T10:59:00.001+05:302011-09-01T11:01:30.991+05:30FREEDOM FABRIC OR FASHIONERS?<div dir="ltr" style="text-align: left;" trbidi="on"><div closure_uid_8xaaod="180" style="text-align: justify;"><strong><span closure_uid_8xaaod="185" closure_uid_e2jybi="118" style="font-family: Arial, Helvetica, sans-serif;">KHADI HOLDS TREMENDOUS POTENTIAL TO BE PROMOTED AS A FABRIC FOR DRESSING THE UPPER CRUST. THE NEED IS TO REORIENT, REPOSITION, AND RELAUNCH OUR CULTURAL HERITAGE</span></strong></div><div closure_uid_8xaaod="183" style="text-align: justify;"><br />
</div><div closure_uid_8xaaod="184" style="text-align: justify;"><div closure_uid_8xaaod="186"><span closure_uid_8xaaod="146" style="font-family: Arial, Helvetica, sans-serif;">“I present the spinning wheel on which depends India’s economic salvation,” wrote Mahatma Gandhi in <em>Young India</em> in 1920. More than three quarter of a century later, in 2001, Vasundhara Raje, the then Minister for Micro, Small and Medium Enterprises (<em>MSME</em>) submitted, “<em>Khadi</em> has fallen to disrepair. It has to be repackaged, upgraded, and cleaned up.” <em>Khadi</em>, which symbolised self-reliance and emancipation during the freedom struggle, has indeed lost its sheen over the years. </span></div></div><div closure_uid_8xaaod="184" style="text-align: justify;"><br />
</div><div style="text-align: justify;"></div><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><span closure_uid_8xaaod="151" style="font-family: Arial, Helvetica, sans-serif;"><em>Khadi</em> – the essentially handspun and handwoven fabric – first caught the imagination of the nation during the struggle for Independence when Mahatma propagated it as just not a fabric but a way of life, the self reliant way. Gandhiji talked of the <em>khadi</em> spirit encompassing simplicity, fellow feeling, and promotion of all things Indian so as to unshackle the country from British domination. Spinning yarn on the <em>charkha</em> (<em>loom</em>), Mahatma believed, inculcated discipline and dedication. And while <em>khadi</em> was meant to be fabric for masses by masses, according to him, it was also meant to be a great social equalizer, since it could sit well on the shoulders of the poor as, equally adroitly, it can drape the bodies of the richest and the most sophisticated men and women. However, over time, partly under the onslaught of mill made fabric and partly due to unglamorous image coupled with poor marketing, the freedom fabric has lost its mojo. In popular culture, <em>khadi</em> has come to be synonymous with politicians; and to a lesser extent, with journalists. </span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><br />
<span closure_uid_8xaaod="187" style="font-family: Arial, Helvetica, sans-serif;"><strong>RECLAIMING THE SPACE AND CONQUERING NEW TERRITORIES</strong></span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><br />
<div closure_uid_8xaaod="188"><span closure_uid_8xaaod="168" style="font-family: Arial, Helvetica, sans-serif;"><em>Khadi</em> forms 1.5% of national textile production of around 15,000 million square metres. According to fashion designer Sabyasachi Mukherjee, use of <em>khadi</em> could be one of the ways for Indian designers to distinguish themselves and thwart the invasion of global brands. He has dressed up Aishwarya Rai (<em>in Ravana and Gujaarish</em>) and Vidya Balan (<em>Paa</em>) in the luxurious fabric that needs to be restored and preserved. For him, <em>khadi</em> is refined, sophisticated, individualistic, eco friendly & sustainable. But, the Indian buyer suffers from the gloss syndrome. Anything that is dull or matte is not easily appreciated. When Sabyasachi introduced bridal wear in <em>khadi</em>, it failed to take off. He tried to convince the upper crust that <em>khadi</em> is a sophisticated fabric with a quiet dignity attached to it, which is absent in mill-made products, the glitterati still declined to pay heed. Yet, a change of mindset should always be possible through an appropriate marketing programme. </span></div><div closure_uid_8xaaod="188"><br />
</div></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;">Presently <em>khadi</em> lacks aspirational value. It is still regarded as a poor man’s fabric. Fashion diffusion generally takes place either through trickle down or trickle up. Trickle up for <em>khadi</em> is difficult, given its existing image. The best way then would be to follow the alternative approach. </span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="177" style="text-align: justify;"><br />
<span closure_uid_8xaaod="173" style="font-family: Arial, Helvetica, sans-serif;">The classically rich aspire to be like royalty. Royalty means culture. Those who have new money drip diamonds and buy big international/local brands; but they also aspire for culture. <em>Khadi</em> is in a unique position to be able to lend culture to both these classes. The rich woman may already own everything. By offering her ensemble in <em>khadi</em> she is provided a point of view. The contemporary woman in <em>khadi</em> is self assured, educated, and cultured in need for self expression, and not to prove a point. She is the one to be targeted. <em>Khadi</em> and Village Industries Commission (<em>KVIC</em>) can hardly be expected to rise to the task, though. </span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="178" style="text-align: justify;"><div closure_uid_8xaaod="189"><br />
</div><div closure_uid_8xaaod="189"><span style="font-family: Arial, Helvetica, sans-serif;"><strong>MARKETING THE SWADESHI</strong></span></div></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><br />
<span closure_uid_8xaaod="176" style="font-family: Arial, Helvetica, sans-serif;"><em>Bollywood</em> in India has the maximum influence on fashion trends. But <em>Bollywood</em> actors are pinups for the glossy and the crass. They are besotted with big brands and money spinning styles. Instead of appreciating individuality, <em>Bollywood</em> encourages cloning. It is like juvenile American pop culture, an obsession with bling. If <em>Bollywood</em> could be made to get out of its polyster and chiffon, and drape into <em>khadi</em>, the followers will aspire to adopt too. </span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><br />
<span closure_uid_8xaaod="179" style="font-family: Arial, Helvetica, sans-serif;">In 1985, Devika Bhojwani introduced the Swadeshi label of <em>khadi</em> ensembles. It was retailed through nearly 5,000 <em>khadi</em> emporia. In 1989, KVIC organised a fashion show in Mumbai in which 85 dresses of Bhojwani were paraded on the ramp. Yet, due to red tape and bureaucracy, the exercise proved to be still born. In 1990, Ritu Kumar presented her first <em>khadi</em> collection – Tree of Life – so as to help <em>khadi</em> arrive on the fashion circuit. In July 2002, a Bangalore based designer, Deepika Govind, displayed a collection of ensembles in ‘Tencel <em>khadi</em>’. And Sabyasachi Mukerjee has been successfully working with, <em>khadi</em>. He once introduced 90 odd <em>lehngas</em> in bridal <em>khadi</em> collection; all were taken up. </span></div><div style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div style="text-align: justify;"><br />
<span closure_uid_8xaaod="208" style="font-family: Arial, Helvetica, sans-serif;">But while appeals to the heart can be successfully made through communications, problems exist aplenty elsewhere too. The designers legitimately complain that production of <em>khadi</em> is inconsistent while the cloth is prone to shrinkage and fabric stretch. Fabric colours are also limited. <em>Khadi</em> has very little to offer in terms of fabric performance. It looks attractive when starched and kept in showrooms, but it does not present the same look after one wash. Even finer counts and blends of <em>khadi</em> cannot withstand many washes and, therefore, cannot be adopted for daily wear. The fabric, thus, finds itself vulnerable against the high-tech, colourfast, wrinkle free mill made cottons and blends available today. </span></div><div closure_uid_8xaaod="172" style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="170" style="text-align: justify;"><div closure_uid_8xaaod="190"><br />
</div><div closure_uid_8xaaod="190"><span style="font-family: Arial, Helvetica, sans-serif;"><strong>TURN THE PROPOSITION 180 DEGREE</strong></span></div></div><div closure_uid_8xaaod="172" style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="172" style="text-align: justify;"><br />
<div closure_uid_8xaaod="191"><span closure_uid_8xaaod="169" style="font-family: Arial, Helvetica, sans-serif;">However, having said that, <em>khadi</em> is a versatile fabric with a unique property of keeping the wearer warm in winter and cool in summer. Unlike mill made synthetics no one can be allergic to the fabric. <em>khadi</em> silk provides a very royal look with a rich tapestry. Now designers are dyeing <em>khadi</em> with striking colours. Stylish garments like miniskirts, halter neck tops, etc. are made from <em>khadi</em>. Recently Arvind Ltd. has planned to market <em>khadi</em> denim (<em>at nearly Rs.800-1,000 per metre</em>) in Japan and Europe to high-end consumers. </span></div></div><div closure_uid_8xaaod="172" style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="172" style="text-align: justify;"><br />
<div closure_uid_8xaaod="194"><span closure_uid_8xaaod="192" style="font-family: Arial, Helvetica, sans-serif;">In other words for the niche market the so called limitations of <em>khadi</em> can always be converted into its virtues which are unparalleled. As Ritu Kumar says, “The rustic, no machine look of the fabric is both sophisticated and bohemian.” Mukerjee, the die hard loyalist to <em>khadi</em>, thinks <em>khadi</em> is too intelligent to be treated. According to him, limited availability of <em>khadi</em> with its inconsistent quality makes it even more of a luxury product. Tradition, symbolism and a new found versatility can be glued together to promote the organic fabric in contemporary cuts and designs. On the other hand the traditional fabric can be chemically treated to make it softer and more pliable so that it can be adapted to more outfits.</span></div></div><div closure_uid_8xaaod="172" closure_uid_yw23t3="106" style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="172" style="text-align: justify;"><br />
</div><div closure_uid_8xaaod="172" style="text-align: justify;"><span closure_uid_8xaaod="174" style="font-family: Arial, Helvetica, sans-serif;">This coupled with a judicious blend of other Ps (<em>pricing, placement</em>) should sure do the trick.</span></div><div closure_uid_8xaaod="172" style="text-align: justify;"><br />
</div><div closure_uid_8xaaod="172" style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></div><div closure_uid_8xaaod="193" style="text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"><em>Khadi</em> holds tremendous potential to be promoted as a fabric for dressing the upper crust. The need is to reorient, reposition, and relaunch our cultural heritage. <em>Khadi</em> is calling out for a second freedom struggle, freedom from the clutches of government’s pincer like grip. Allow it independence and see it blossoming.</span></div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-33035789317973409132011-07-29T11:31:00.004+05:302011-07-29T11:39:43.530+05:30SHOULD MEMBERS OF PROFESSIONAL BODIES BE ALLOWED TO ADVERTISE?<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><b>IN INDIA, MOST PROFESSIONAL BODIES DON’T ALLOW THEIR MEMBERS TO ADVERTISE. REASON: ADVERTISING UNDERMINES THE RELATIONSHIP OF TRUST BETWEEN A PROFESSIONAL AND HIS CLIENT. BUT, IS IT TRUE?</b><br />
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In US, as early as in 1977 the Supreme Court had upheld the right of professionals to publicise and advertise their services. Although in India most professional bodies don’t allow their members to advertise, occasionally there is a clamour for such permission. The code of conduct for practising members of ICAI says that a Chartered Accountant (CA) in practice will be deemed to be guilty of professional misconduct, “if he solicits clients or professional work either directly or indirectly by circular, advertising, personal communication, interview, or by any other means.”<br />
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The issue of self promotional advertising rears its head from time to time. The rising tide of consumerism and the state commitment to the philosophy of laissez-faire have together fuelled this move. Those who support advertising by professionals proffer a number of arguments. Thus, the case for self promotion rests on points like; one, advertising will increase demand, innovation, and competition, particularly in the area of routine practice of the profession; two, advertising will make it easier for new entrants to a profession to establish a viable practice; three, advertising will increase the availability and quality of information to consumers; four, advertising will potentially lower the prices of professional services to consumers as a result of increased competition; and, five, inter-professional competition necessitates advertising. Practising CAs supporting the freedom to advertise, for example, say that nowadays the practising members undertake multi-varied jobs from project fi nancing to certifi cation of financial statements. And since this has led to specialisation on the part of the individual CA firms, at least informative advertising should be allowed.<br />
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In US when optometrists were allowed to advertise prices fell by about 32% for eyecare products. And no evidence of deterioration in quality of services was found. For routine legal and medical services also, prices in US have fallen since the date permission to advertise was granted. Recently the Parliamentary Committee on Subordinate Legislation in India has taken a serious note of exorbitant fees charged by lawyers, physicians, et al, and proposed to the government to introduce a system of transparency about the remuneration charged by them.<br />
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On the other hand, there is a growing feeling in the US that too many legal ads mislead clients by failing to provide correct information on how to hire a lawyer. Many ads, in fact, contribute to distrust on the justice system.</div><div style="text-align: justify;"><br />
<b>DRAW UP A BALANCE SCORE CARD</b><br />
<b>Let’s critically examine the arguments against advertising by professionals: <i> </i></b>Mass advertising undermines the relationship of trust between a professional and his client: A related corollary thus is that such relationship should not be a result of high pressure advertising. Professional skills can seldom be evaluated by the client. Thus, he cannot ‘shop around’ like in case of a commercially marketed product to get ‘best bargain’. And since advertising can simultaneously lead to increased supply (in terms of either increased number of professional or they serving more clients by increasing the speed) these professionals will indeed pass on the cost of promotion to the customer.<br />
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Second, practice of advertising may mean less incentive to introduce more efficient practices. On the other hand, restriction on advertising will promote non-price competition which in turn should promote innovation and efficiency. Third, a professional service is non-standardised, and so personal that there is nothing to inform except the existence of the professional.<br />
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The above arguments can be easily countered. There are two suppositions, both wrong, involved here: One, that there is no advertising information that can reduce a client’s search time, and, two, restriction of competition springs from a concern for the consumers rather than for earning higher profi ts.<br />
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In actual fact there are at least some services which are relatively standardised (filing of tax returns, getting uncontested divorces, termination of pregnancies within medically permissible time limits, et al). Besides, without intraprofessional competition innovation is likely to take a back-seat. And even if the services are somewhat non-standardised, while some clients may make a wrong choice, there cannot be an ex-hypothesis case to suggest that the number of clients deciding wrong will exceed these deciding right.<br />
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<b>Professional advertising is inherently misleading: </b>It is said that the professional services are so individual in content and quality that meaningful comparison is futile. Second, advertising by a professional does nothing to help the customer make an informed choice because it highlights irrelevant factors; advertising can’t really highlight the competence and quality of a professional service. Well, regarding the first argument, as said above, for routine services fee can be indicated in the ad. And as regards the difficulty of making an intelligent comparison, while the argument can’t be dismissed entirely, it would be really ironic if consumer is denied at least some of the relevant information – even if not complete information – needed to make more informed choice. <br />
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<b>Some members of profession will abuse the privilege:</b> They may come out with outrageous ads bringing the whole profession into disrepute. Again, this indeed is a real possibility. But the correct option would be to regulate, and not put a blanket ban on advertising. The regulating bodies already exist so policing such advertising should be quite easy and effective.<br />
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<b>Advertising will be done by large players, leaving small firms somewhat maimed: </b>While this charge has lot of a priori merit, evidence from the US (where such advertising is permitted) establishes its falsehood. It has been observed there that larger the firm, less is its reliance on advertising.<br />
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<b>But when small firms will advertise, all others will feel compelled to follow suit: </b>Well, if everyone advertises then is such a development necessarily bad or should it be encouraged since it is likely to increase the comparative information available to public? Besides, again taking a cue from US, more than three quarter lawyers don’t advertise despite the option being available. <br />
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<b>Professional advertising will have a deleterious effect since it will encourage trivial or frivolous redressals: </b>Empirical enquiries have not found any abnormal increase in unwarranted cases. Besides, in some cases at least, will it not be better for a person to obtain a solution rather than suffering silently. <br />
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<b>Advertising costs will be passed on to the clients: </b>As said earlier even if advertising is permitted, not all professionals advertise. So those who advertise can’t possibly afford to raise their prices to recover the advertising costs, more particularly for standardised services like preparation of a will, statutory audit, et al. <br />
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<b>Advertising (particularly fee advertising) will lead to lower quality services: </b>The premise here is that advertising will lead to fierce competition and encourage some professionals to cut corners. However, every buyer does not necessarily go for the most inexpensive offer. Of course, advertised product generally has a better image though not necessarily better competence than the unadvertised one. But this difference in competence will have to be marginal; else truth will come out in no time. <br />
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<b>Advertising is beneath professional dignity:</b> This, however, is a tenet of faith, and not really an assertion of fact. There are likes of K.Venkataratnam from the Bar who believe “a lawyer is a repository of his client’s trust. And you can’t advertise trustworthiness”. But you have also R. K. Anands from the same Bar who think nothing of this privilege of promotion and opine that regulated promotion will be in the interest of the clients. <br />
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<b>TO SELL, YOU NEED TO TELL </b><br />
Without advertising every profession is covered with a veil of secrecy. Sans informative advertising it becomes expensive for the buyer to sample the varied offers available in the market. Since cost may be high, less searches are undertaken, uninformed choices are made. Being unaware about competitive offers, a consumer will be made to pay up a high price. Besides limited demand in absence of self promotion would mean less probability of enjoying the economies of scale thereby further limiting the possibility to cut costs and reduce prices. Advertising will in fact segment the service providers into low price-low quality group and high price high quality one. The consumer can now exercise his own discretion. Finally, in the absence of advertising the early movers (into the profession) enjoy monopoly rent due to established brand. It is only through advertising that newer entrants can build up their practice and offer the oldies competition. <br />
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So, while a complete ban is not justified, some professional control over the content of advertising will protect buyer’s interests. Tightly organised professions have been able to appropriate consumer surplus derived from quality assurance (emanating from certification); this has raised practitioners’ income to inclusion of monopoly rent. Blanket advertising bans arise because of buyer’s weak bargaining power; the ban should be lifted. And big deities’ riches be moderated. </div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com1tag:blogger.com,1999:blog-7628029579667499244.post-4680570248236705212011-06-16T17:17:00.000+05:302011-06-16T17:17:29.611+05:30BRANDING POP QUEENS TO PILLS SUCCESSFULLY<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"></div><div style="text-align: justify;"><b>A MARKETER NEEDS TO HAVE A LONG-TERM STRATEGY AIMING AT CREATING, NURTURING AND THEN HARVESTING THE BRAND IF HE ACTUALLY WANTS TO CREATE AN ICON OUT OF THAT BRAND</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Lady Gaga has become the flashiest and most ubiquitous pop queen of the 21st century. By her own admission she is a ‘show without an intermission’. The Fame, The Fame Monster, and Burn This Way, her albums have sold millions of copies in the US alone. Of course, she was not an overnight sensation; she had her quota of early rejections. But she never lost her ambition and drive; being always ‘in the boxing ring’ she is now at the pinnacle of success. She rehearses too in full make up – dark lipstick, elaborately lined and lashed eyes, blood red fingernails, and a jacket that barely covers her thighs. Even if initially people did not think anything of her talent, she is presently a goddess, a counsellor, and a cheerleader to hordes of her fans. The venerated magazine The Economist says that she is a leader in the same league as Mother Teresa and a role model for the corporate world. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Such is the stuff iconic brands are made of. Every marketer has a dream to develop and sustain powerful brands. Baba Ramdev to Rolex, Lux to Lady Gaga are other marketers’ envy. Brand equity – consisting of the differential attributes underpinning a brand which give added value to the firm’s balance sheet – has to be carefully built and nurtured for attaining this status. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>BUILD FOR BUYER </b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Saif, Shahrukh, and Salman share one common trait in their recent flicks (Agent Vinod, Ra.One, and Bodyguard): They herald the comeback of stereotypical hero of yore. Post 1991 upper middle class and NRI audience, coupled with the advent of multiplex phenomenon, prompted the producers to release movies like Hum Aapke Hain Kaun (HAHK) and Dilwale Dulhania Le Jayenge (DDLJ), films which had romance and family drama as dominant themes. However, the burgeoning lower and middle class, patronising less expensive single screens, forms the lucrative “bottom of the pyramid” market. They demanded and have got back their larger than life iconic heroes. Even if later the trend may move in some other direction, right now Bodyguard, Ready or Singham are likely to top the box office collection charts. The marketer has to listen to the customers. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">When a new brand is developed initially it can be described only through its physical characteristics. A marketer must get his product right. Multinationals, with their ignorance and arrogance towards Indian market, often get it wrong be it Reebok (no coloured uppers in their casual shoes, initially), Tang (no mango flavour!), or Kellogg (cold milk, routinely?). And pay a price for this complacency. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>CREATE THE RIGHT IDENTITY AND POSITION CORRECTLY</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">To convert a product (undifferentiated offering) into a brand (product with a distinct identity), its identity needs to be created and a positioning strategy has to be decided. First of all, the name of the brand has to carefully chosen. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Sam Gimignano, the Italian restaurant at the Imperial Hotel, is named after a pretty medieval hill town in Tuscany, Italy. Dakshin is appropriately named because it offers authentic coastal specialities (at Welcome Sheraton Hotel, Delhi) from the four southern states. However, the Zest had to change itself to SET’Z within a year. And need we tell you what happened to a lipstick brand which required PYTs (Pretty Young Thing) to ask for Kiss & Tell (the brand name!) from the shopkeeper?</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Along with the name positioning plays a critical role in introducing the brand and carving out a distinct identity. DIVA by chef Ritu Dalmia refuses to serve ‘Indo-Italian’ aberration, while the menu is changed every three months. At Bukhara (ITC Maurya), serving the likes of Clintons, Obamas, and Karzais, however, the short and simple menu has consciously not been changed since its opening 33 years ago; the USP lies in being the same old place. Cocoberry has positioned its unique frozen flavoured yoghurt as a healthy lifestyle brand. This has helped it etch out a unique identity quite different from other FMCG players like Baskin Robbins, which has a pure indulgence orientation. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>ENSURE PURCHASE AND TRIAL </b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">When a brand is launched three objectives need to be achieved: attainment of brand awareness (through recognition and/or recall), the development of favourable associations, and involving the customers to the level of purchase and trial. At times a brand is already known and tried by the target customers at another physical location. When it is introduced in a new more convenient location to such customers, acceptance should come relatively easily. Hakkasan, the originally London based top-end restaurant, has been witnessing packed tables since it opened in Mumbai this June. This, despite complete absence of advertising or preopening publicity. Indian visitors to London are already enamoured of its reputation and popularity. But the issue of right timing for the launch is crucial too. Currently Indian market seems to be ready for international dining experience. But Nobu, another chain for gourmet dining, made three attempts – all in vain – in past to register its presence in India, encouraged by the fact that it has branches in nearly all of the world’s great cities, barring India. The effort yielded no result because till now India had been immune to the cult of the up market restaurants. ‘Such fancy prices’ and ‘advance reservation’ were the reactions that came with exclamation marks from the targeted Indians. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">At other times repackaging and repositioning might help. Traditional Indian treatments are being reformulated as luxury exotic experiences so that they find more takers than traditional Ayurveda can hope to. Smelly oils used in traditional massage at Ananda, a luxury destination spa in Himalayas, have been replaced by specially developed deodorised ones. Kaya Kalpa at ITC Mughal, Agra has successfully repositioned the Mughal hammam into a voyage in luxury. Bridal ubtans, post childbirth massages, and the likes are being repackaged to appeal to the deep pocketed patrons. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Brand awareness (through visual recognition and/or verbal recall) depends on effective brand communication. “2-minute” promise of Maggi, Nirma jingle, and the sign off line “I love you Rasna” are the stuff legendary communication are made of. The distinct packaging of Johnson & Johnson baby products, Cadbury Dairy Milk, Kit Kat likewise call out for customer’s attention. Additionally, the customer has to be incentivised to prefer and try a marketer’s brand. The 24x7 Bar at Hotel Lalit hosts a high heel night every Thursday when female patrons get 10% off on their drinks for every inch of the heel on their shoes. Result: Instead of an average of 20 guests, the number has been swelling to 75-90. The Chalchitra Café at GK-II (in New Delhi) assures a 10% discount if you are on café’s Blackberry messenger list. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Despite all this, however, distribution sometime can prove to be the nemesis of a brand. While Bharti and Hutch both entered Indian mobile services market at the same time, Bharti quickly took the lead in subscriber numbers since Hutch made the mistake of focusing only on the large and lucrative circles and positioned itself as a premium brand. Café Coffee Day (CCD) has nearly 1,100 cafés now. Maruti has a 45% market share, partly because with 100 dealers in 643 cities its reach is thrice that of Hyundai, the number 2 in the passenger automobiles. Baba Ramdev reaches 30 million people daily through his daily yoga telecast on 27 channels. In addition, he attracts commoners and leaders alike through yoga shivirs, books, and CDs.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Finally, price plays an important factor in inducing trial. Pepsico’s Lays is facing tough competition from Johnniescome- lately, the smaller players like Balaji, and Prakash snacks. To counter it, it has recently introduced another brand Lehar at Rs.5 for a 20 gm pack, the idea being to make inroads into the “bottom of the pyramid” market. Most of these small players have been low on advertising; but at the same time, on one hand are competitively priced and on the other have been penetrating the smallest of towns through direct sales force and substockists. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>FROM ATTRACTION TO ENGAGEMENT</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">The long term success of the brand, however, is influenced by the consumer’s perception of its true value. This perception is often based on functional and psychological attributes. Unique performance attributes that appeal to customers make them buy a brand. MacYoga of Ramdev – promising instant, on demand gratification – appeals to both hoi polloi and high profiled. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">The core of Dhoni’s brand is a cool determination to win against all odds; this gives him fantastic brand equity. In the high-end apartments builders are now differentiating their offers through technology, sports academies, golf courses, and so on. At Dakshin, each dish on the menu is cooked in the spices that are traditionally used for it. At Bukhara quality checks are so stringent that each prawn used for Tandoori Jhinga dish has to weigh between 80-120 gms, not even a gram less. ‘And no forks and knives please, we are serving you finger food’. Kebabs are cooked twice so as to keep them succulent. The chefs go through rigorous training to be able to gauge spices, mix marinades, and even judge the heat. Result: Even with a cover price of about Rs.20,000 for a table for four, you have to either make advance reservation or wait for at least 45 minutes, even a couple of hours, on busy days. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">A customer also uses the subjective criteria (past experience, associated cues, etc) for evaluation. Ai (meaning love in Japanese language) partly owes its success to the name of the owner A. D. Singh, a well known restaurateur. China Kitchen (Hyatt Regency, Delhi) roasts Peking Duck in an old fashioned wooden oven. The magic of Magique (owned by famed Marut Sikka) is known for elegant presentation of dishes which are served by hospitable and attentive staff. The intimate aura is created around twilight when the sitting place is lit up with lamps making for a romantic evening. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>ENGAGEMENT TO WEDLOCK</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Eventually the brand becomes a part of the consumer’s brand repertoire. At this stage he stops comparing it with competing brands, choosing it over them habitually, routinely. Such brand loyalty of course is a function of several factors like the perceived quality of the brand (Dum- Pukht at ITC Maurya), the perceived value image (Forest Essentials range of personal care products), the trust placed in the brand (Nokia), and the commitment the customer feels towards a brand (Tata Salt). A committed consumer guarantees future income streams as well as facilitating brand extensions by transferring any positive associations to new brands. In the past six years or so Ramdev has created a loyal customer base through enviable communication and wide distribution network; this parallels that of many big market led consumer brands in India. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Indipop, ruling between 1995-2000, on the other hand died because the myopic music companies, blinded by big buck earnings, started introducing cheaper but very mediocre stuff. International sensations like Kate Perry, Shakira, and Lady Gaga easily dethroned the likes of Alisha, Biddu or Lucky Ali. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>MILCHING IT FURTHER</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">The last stage in the evolution and development of brand equity enables a marketer to strategically exploit any equity the parent brand has built up, into newer areas of promise. Brand loyalty allows companies to further grow the brand equity by gaining commitments towards related brands from existing consumers and existing channels. Baba Ramdev, the savvy marketer that he is, is trying to use his phenomenal success as a yoga guru to extend his brand to social activism and politics. His Facebook page has now 61,000 fans. 3.2 million people have already joined his anti-corruption campaign online. His pan India presence and popularity cannot be surpassed by any politician. His image of a true yogi (selfless, pure, and do gooder) has rubbed off on his activist avatar. The audience grants him a lot of credibility while his bhaktas are willing to lap up whatever he offers in verticals other than his core ones (yoga & ayurveda). Kissan (HUL), Dove, and umpteen other brands try for attractive bottomlines through the same route of brand extension. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">So, unless you are in the business of selling lip tattoos or stick on stones for the pout, you have to have a long term strategy aiming at creating, nurturing and then harvesting the brand. More importantly, you must have the correct route map.</div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-30982034099220688472011-05-20T10:35:00.006+05:302011-05-21T10:50:49.748+05:30CHEERLEADERS FOR CONSUMERS<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"><strong>IN TODAY’S COMPETITIVE WORLD, THE MARKETER CERTAINLY NEEDS TO CREATE THE RIGHT MOOD IN THE POTENTIAL BUYER TO INFLUENCE HIS PURCHASE</strong></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Badnaam Munni, the controversy surrounding the song, and the popularity of the song worked wonders for Emami owned Zandu Balm; sales doubled during July- September 2010 quarter. Then, the company decided to use Shiela Ki Jawani to sell Boroplus. And now, Emami is funding the entire cost of a Bhojpuri film song that will mention its Himani Navratna extra thanda hair oil. The idea behind all this: cut through the clutter, reach out to core consumers directly, uplift their mood, and make them buy the promoted brand. Also, media penetration being low in markets for these core consumers – rural UP and Bihar residents – the movie itself will act as a good medium to reach them. Finally, Emami has also entered into a co-branding pact with the movie Dum Maro Dum to promote its talcum powder brand Navratna Cool by using the grabs from the title track of the movie. </div><div></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><strong>MOODY BUYER</strong></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">All voluntary purchases are dictated by our attitudinal disposition towards an item. So the job of a marketer is to create (when non-existent), enhance (when Brands like (from left to right) Zandu Balm, Boro Plus, KFC and Dabur Chyawanprash are coming up with ads that are helping them to cut through the clutter, reach out to core consumers directly, uplift their mood, and make them buy their products low), maintain (when sufficiently high), or even change (when negative) the right kind and quantum of attitude. Dabur has identified 30 villagers in Bihar & UP who will work along with Bhojpuri actor Ravi Kishan, as ‘immunity ambassador’ for promoting Dabur Chyawanprash. Indianisation of cricket in the form of IPL has meant a heady mixture of film personalities and sports, and a mela atmosphere at the matches. And with IPL setting the pace, hockey is now set to get a faster, truncated avatar with a 6, 8 or 9 members a side team, with matches of only 30 minutes duration, music on the field, and an increased pace of the entertaining game. There will be a new title as well – International Super Series. Reason: The marketers (whether Dabur or BCCI, or the World Hockey Federation) have a common aim, that of ensuring favourable altitude towards the marketed brand. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">But when a customer is not interested or involved in processing marketer’s information at a deeper level, his mood itself can create the right kind of feeling towards the marketed brand. While not as intense as emotion, a mood is an affective state that is general and persuasive. A stimulus can create a positive or negative mood; this in turn can affect consumer’s reaction to any other stimulus he happens to evaluate. A person in good mood naturally likes something; the opposite is also true. Domino’s Pizzas sold about 30% more when the ICC Cricket World Cup was on recently. Mood can bias attitudes in a mood congruent direction. Consumers in a good mood tend to give more weight to positive information when evaluating a product. So Close Up toothpaste has designed an advergame Fire Freeze in which you are supposed to kiss your colleague, but without getting caught. Gaming combined with the wide reach of DTH TV is the ideal route to involve youth, the target audience and orient them positively towards the brand. HUL has online games for its deodorant brand AXE as well. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><strong>MOOD TRIGGERS</strong></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">In restaurant business there is something called ‘menu engineering’. This refers to the design and strategic placement of dishes to increase consumer spend. Thus, when people are short of money during tough economic times, the menu should be short, with simple descriptions, and the prices printed right after the dish details and not in a column on the right hand side of the page since the latter practice leads to direct price comparison. Even the menu type size needs to be carefully chosen: in a dimly lit restaurant, unless the target diner is Gen Y, a large and clear format is required. Get the customer into ‘right’ mood for ordering. Not only the menu card, the overall ambience also puts the customer in a certain mood. Warm colours are more likely to draw customers to an outlet but can also create tension. Cool colours on the other hand are more relaxing, but are not so inviting. So when the goal is to stimulate quick purchase, warm colours are more appropriate (like in Café Coffee Day, McDonald’s), in health clubs, sports stadia, et al, where a high level of activity and energy is desirable. Cool colours are more suited when the goal is to have consumers feel calm or spend time deliberating (hospitals, fine dining restaurants). Apple’s stores, for instance, are decorated in white and shades of grey so as to provide a clean, uncluttered environment for showcasing high tech products.</div><div style="text-align: justify;"> <br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgUEyVI4xpuNd61NO2IZZNi2B2rNXo0OJS96qYGMt3gqwymFwLDF5pl-heWNDLZsE2jkznhNYnZSLoiwsaVz7Z9KDLpZxum2bTK-r3KbGHUYyiwhKUvfJOuK1279y95bgRktxt-Jqj4R4Q/s1600/Buyer-behaviour-and-consumption-patterns.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;" target="_blank"><img border="0" height="116" j8="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgUEyVI4xpuNd61NO2IZZNi2B2rNXo0OJS96qYGMt3gqwymFwLDF5pl-heWNDLZsE2jkznhNYnZSLoiwsaVz7Z9KDLpZxum2bTK-r3KbGHUYyiwhKUvfJOuK1279y95bgRktxt-Jqj4R4Q/s400/Buyer-behaviour-and-consumption-patterns.JPG" width="500" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><strong>Buyer behaviour and consumption patterns</strong></td></tr>
</tbody></table>Consumers may also like a brand better when they are put in a good mood through an advertisement or any other mode of communication. When ads for Huggies disposable diapers picture tender moments between babies and parents, they also generate positive feelings for the brand. Why do you think Johnson & Johnson is able to sell its ‘overpriced’ baby products to not-so-rich Indian mothers? – Through control on consumer/ buyers’ mind due to its highly liked and recalled commercials. <br />
<div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Besides, today’s customer wants to experience a brand in real time. Vending machines should deliver candies to condoms to cans of soft drinks; pop up retail space is a must wherein companies offer an experimental area for sampling the brand. There should be online/mobile platforms allowing users to get opinions on quizzed brands in real time. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Thus, a marketer has several opportunities to induce positive moods in consumers, ranging from service encounters to point of purchase contacts to marketing communication. Total Mall at Bangalore offers a free pick up and drop service to customers. Max Retail has employed NIFT graduates to help buyers select their wardrobe. Lifestyle and Madura garments promise to homedeliver the garment of your size in case not immediately available in the store. Consumers linger in stores with a pleasant ambience, increasing the probability of purchase. In marketing communicationboth the media and the message can influence the consumer’s mood. Both KFC and McDonald’s have introduced products that are heavy on spice, since spicy food is a staple for many in India. KFC has positioned itself as a youth oriented brand with teens and young adults as its main targets. The Nick channel has licensed Dora, one among many adorable characters that it has, to Colgate, while the brand has recently tied up with McDonald’s. Soon SpongeBob Happy meals will be a part of the fast food joints’ menu. Nokia, after witnessing a steady loss of its marketshare in India, is trying to rope in Shahrukh Khan and Priyanka Chopra as brand ambassadors, since the two can communicate the ‘trust’ factor to the target buyers.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><strong>CHOOSE TRIGGERS FOR YOUR TARGET CUSTOMERS</strong> </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Today’s girls no longer believe in fairy tales, nor are they waiting for the Prince Charming to arrive or being swept off their feet. In DDLJ, Raj comes to India looking for his Simran. Now, Saif Ali Khan and Deepika Padukone opt to go their separate way instead of maintaining a long distance relationship in Love Aaj Kal. Movies like Break Ke Baad, I Hate Luv Storys, and Love Aaj Kal have altered the love games. Now couples throw break up bashes in Hindi films, which earlier were all mushy affairs. With the changing stance of the society towards premarital sex, breakups, and divorce people have stopped swearing by love tales. The attitudes have changed. Thus, the marketer needs to create the ‘right’ mood in the potential buyer to influence his purchase.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">So, how does understanding the customer mood help marketers? Well, it provides moods cues to aid in consumer information retrieval, and it helps create positive mood states in retail or other purchase settings; this in turn should hopefully culminate in actual buying behaviour.</div></div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-88700025833138489912011-04-22T11:14:00.001+05:302011-07-20T10:50:48.638+05:30INDIA INC., AND THE ZEN MONK<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-size: small;"><b>SOME COMMANDMENTS OF LEADERSHIP THAT ONE CAN DRAW FROM M. S. DHONI’S PERFORMANCE, INDIA’S MOST SUCCESSFUL CRICKET CAPTAIN SO FAR</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Cricket in India is not merely a game; it’s a religion practised by the entire nation. In that sense, it is truly a unifying force. So it was hardly surprising that people fasted (or ate only specific food items), performed havans, and made all kind of offerings to their Gods to make sure that India lifted the World Cup 2011. Why, even Yuvraj Singh wore a divine totem as a lucky charm. How much did all this contribute towards India’s win on that fateful day of April, is acceptably arguable. But no one – and there is no exception – would dispute the contribution of M. S. Dhoni or MSD or Mahi, the cool commander of the cricket brigade in bringing the glory to us all. Imbued with a positive attitude, he had told Gary Kirsten (the India coach) to keep the champagne ready to be uncorked after the final victory at Mumbai as early as when India had registered a win over Bangladesh. For Dhoni, winning has become a second nature. Ganguly made a belligerent announcement of India’s arrival on the firmament of world’s cricket when he waved his shirt in 2002. But Dhoni’s casual sleeveless tee appearance after the latest triumph declared that India could well repeat these celebrations many more times in future. The leadership provided by unflappable Captain Cool has made all the difference. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Now, he needs to steal some time from his packed schedule and offer leadership lessons to the captains of the Indian industry. A recent survey in India by Harvard Business Publishing says that gaps in leadership pipeline have emerged as the biggest HR challenge. Organisations now are likely to invest nearly 41% of their budget in leadership and management development within their companies. Indubitably, many Indian companies would love to give their left arm to engage MSD as their leadership trainer. Examples are available aplenty in media reports. While K. Ramkumar (ICICI Bank) is all praise for Dhoni’s positive motivational leadership, Santrupt Misra (Aditya Birla Group) appreciates his equanimity & calm composure, and Suvojoy Sengupta (Booz & Co.) likes his trait of leading from the front. Apparently, even IIM-A would like to appoint him as a professor. Until then, and if that happens, can we draw some commandments of leadership from Dhoni’s performance?</span></div><div style="text-align: justify;"><span style="font-size: small;"><b><br />
</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><b>WINNING HIGH OCTANE BATTLES </b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">A leader of the caliber of Mahi has a number of traits and multiple tasks to perform, so as to steer his organisation to sustaining successful performance. </span></div><div style="text-align: justify;"><span style="font-size: small;"><b><br />
</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><b>Commandment 1: Have a vision & pursue it relentlessly. </b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Since Dhoni took over in 2007, he has given his team a vision of being top rankers in test cricket and one-dayers. In the match against Pakistan, Shahid Afridi was defensive and tentative but Dhoni was decisive and sharp (Imran Khan’s words, not mine!). Both were under high pressure but Mahi exhibited greater guts. He is always confident about trusting his instincts. He is not afraid to make mistakes and admits them, if he does (as he did, in Mohali). The solidity and intent in him makes him different from the other captains. He is a true visionary. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;"><b>Commandment 2: Be unafraid to go by gut feel, the intuition.</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">A leader, then, correctly specifies what needs to be accomplished, and breaks it down into discrete bits. Dhoni has unerring instincts, based on which he takes chances; he wins the impossible gambit more often than not. Despite losing Ganguly and Dravid, because of their poor running between wickets, he still won the series 2-0 in Australia. Only he could have given the untested Joginder Sharma the final over in the T-20 final against Pakistan in 2007. He helps the team focus on the target, breaks it into smaller goals. Dhoni always thinks on his feet being no stickler for obstructing rules. So he promoted himself in the batting order in the final match against Sri Lanka. He takes decisions based on logic applicable at the moment. He does not like to complicate his decision making by entertaining too many counter thoughts. </span></div><div style="text-align: justify;"><span style="font-size: small;"><b><br />
</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><b>Commandment 3: Manage with what you have; don’t lament over what you lack.</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">A great leader like Dhoni knows the strengths of his team well – but understands the weaknesses even better. When he was asked whether he was comfortable playing without Tendulkar, Ganguly, and Dravid during the inaugural T20 Cup, he replied with his characteristic candour: “I play with what I have, not with what I don’t.” The job of a leader is to allocate tasks and resources to the team members in such a way that each one of them knows what is expected of him & understand the importance of his contribution. In Mohali, he told Yuvraj, Raina, & Harbhajan to keep their cool, control the emotional outbursts, and contribute to the best of their abilities. Yuvraj was eventually declared the ‘Man of the Tournament’. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;"><b>Commandment 4: Be a coach, mentor, and leader to your assets. </b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Dhoni puts steel into Team India’s spine. He has been able to instil and make the best use of cool aggression of youngsters like Kohli, Raina, and Gambhir. He has always acted like a buffer between his boys and the general public or the media hostilities. Performance was the only thing that mattered. In the end, what saw Team India become world champion was the fact that they were ready and confident that they would win. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;"><b>Commandant 5: Monitor and control the performance of your resources; keep them on track.</b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Dhoni went beyond merely motivating them. He made sure that the team players backed each other and did not criticise any member even if he had a hard time in the field. Zaheer bowled frugally, Yuvraj performed to more than justify his reentry, Sehwag stuck to his job of giving India a flying start, while the youngsters made best of all the opportunities which came their way. Since Dhoni knew that his team was prone to distractions during the long gaps between matches, he would remain connected, checking even the daily routine of the players. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;"><b>Commandment 6: Provide and receive feedback from others. More importantly, ensure that it is acted upon. </b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">While the CWC-2011 was in progress, Dhoni did not mince words when he publicly said that he was concerned about his side’s fitness, which in turn was likely to impact India’s batting and fielding performance. To lessen the demotivating impact, however, he also added that as long as the team won, people would forget these shortcomings. He makes accurate and insightful judgment about people and performances, including that of his own. He openly admitted that he did not assess the Mohali pitch accurately. He candidly accepted that dropping Ashwin for Nehra thus was a mistake. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;"><b>MAHI DESERVES IT ALL </b></span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">Harish Mariwala (Marico) says Dhoni is a perfect fit for HR and strategy position, Venugopal Dhoot (Videocon Group) is willing to even make him an Executive Director. And Harish Bijoor thinks that he would be suitable for the position of Head, Internal Branding. Boards of many Indian companies are drawing new and tough rules to link CEO pay with performance, or lack of it. In Dhoni’s case, this year’s package of Rs.77 crore (including endorsement fees) will hardly be grudged by anyone after such a sterling performance. 2010 FIFA World Cup final was viewed by 1.5 million people, IPL-3 by 9.6 million, CWG -2010 opening ceremony attracted eyeballs of 30 million, Budget 2011 was witnessed by 37 million. And the CWC-2011 final? The number swelled to 67.6 million. During the winning moments, the match got a TVR rating of 21.44, breaking all previous records. Dhoni gave reasons to rejoice to all the stakeholders. The legendary tennis player Bjorn Borg used to have a pulse rate of about 50 upon waking up and 60 in the afternoon. One could bet Dhoni’s has never crossed 10 – at least, metaphorically speaking. </span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div><div style="text-align: justify;"><span style="font-size: small;">“Dhoni has transcended the ranks of captain to become a true leader,” says Imran Khan. While that could be now often heard hyperbole, the truth is, we couldn’t agree more. Dhoni practices a fine blend of transactional and transformational leadership, as mandated by the exigency of the situation. Not dictated by copybook rules of leadership, he adapts his style to the requirements of the game. Of course, he might not be able to sell coffee for nuts – but he’ll be able to instil the fear of God in your salespeople to ensure they perform phenomenally. Now, which company will have a problem with that?</span></div><div style="text-align: justify;"><span style="font-size: small;"><br />
</span></div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com0tag:blogger.com,1999:blog-7628029579667499244.post-65454744193168408652011-03-25T10:52:00.001+05:302011-07-01T10:15:37.905+05:30LIMITS OF A BORDERLESS ORGANISATION<div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: justify;"></div><div style="text-align: justify;"><b>VERTICAL INTEGRATION IS PROMPTED BY A MOTIVE TO REDUCE COSTS. IT MAY ALSO GIVE A PRODUCER ENHANCED CONTROL OVER HIS ECONOMIC ENVIRONMENT</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">With a 30% margin clothing business had allured many textile mills. But now, most of them, such as Arvind Mills, are opting out of this high risk, high margin industry. They realise that the highly labour intensive business is facing a chronic shortage of talent pool, and with cyclical sales patterns, offers everyday new challenges in face of high rejections of the finished product. Vertical integration is virtually nonexistent. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Now read this: Garment companies at Tirupur and Bangalore have felt that backward integration and consolidation have become crucial to the growth of textile industry as uncertainty in raw material availability and cost have been unnerving. Assured quality, timely delivery, saving on transportation cost and even availability of raw materials are some of the benefits for integrated companies. Vertical integration helps them control the costs at various points in the supply chain. Further, a company can be flexible with the order quantity as it need not outsource any work that might require a minimum quantity. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Contradictory, ain’t the above two scenarios? Well not really. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>MAKE OR BUY DECISIONS</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">A firm integrates backward/upstream when it undertakes to produce raw materials and semi-fabricated inputs that might otherwise be purchased from independent producers. Firms integrate forward/downstream when they move toward further finishing of semi-fabricated products and the wholesaling and retailing operations that put manufactured goods in the hands of consumers. Amway, for whose 123 products (across personal care, home care, cosmetics, and gift items) Indian market is growing at 25% annually, has planned to invest Rs.400 crore to set up its first manufacturing facility in India. Currently 85% of company’s products in India are produced by seven contract manufacturers. Retailer turning producer – an example of backward integration. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">In a contrarian fashion, however, in March 2004, Sunil Mittal created a flutter by outsourcing the very heart of his telecom business – technology and networks. At that time Bharti had 8.4 million subscribers; this number was expected to grow to 50 million by 2014, the terminal year of the deal period. By December 2010 it already had more than 150 million subscribers. So now the outsourcing also includes billing, application development, customer relationship management, network expansion ... The success of this model has prompted even the rivals like Vodafone, Idea, Aircel, Videocon, and others to follow suit. The whole arrangement freed up Bharti’s senior management bandwidth to focus on what they know best – build the brand, customer acquisition, and strategy formulation while the partners (IBM, Nokia, Ericsson) deliver on signed service levels. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>MAKE, DO NOT BUY</b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">A coffee plantation yields about 400 kilograms of Arabica grade, valued at Rs.142 a kilo, for Amalgamated Coffee Company. This can be exported at Rs.165 (i.e one sixth more than the local market price). But each kilo of coffee powder sold at roast and ground outlets in India sells for about Rs.250, i.e a markup of 50% from the farm gate pricing (taking into account roasting loss of about 18%). Finally, a mug of coffee at Café Coffee Day sells at Rs.42 on average, using 12-15 grams of coffee; this is Rs.4 worth of coffee per mug. This has prompted the owner of 10,000 acres of coffee plantation to set up more than 1,000 coffee retailing outlets (the highest number in India, and the fifth highest in the world) and reap the fruits of vertical integration by reducing costs and extract higher incremental value. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Vertical integration is prompted by a motive to reduce costs. It may also give a producer enhanced control over his economic environment. Upstream integration, for example, helps to ensure that supplies of raw materials are available as and when needed at a certain cost & quality parameter. Tata Motors has its own forging plant. There are many other advantages such as confidentiality of technology, barriers against potential entrants, and so on. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>BUY, DO NOT MAKE </b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Unfortunately the choice is not so obvious always. At least, some of the benefits of vertical integration can be achieved through outsourcing. So, for every Tata Motors there is a Maruti Suzuki, for every Reliance there is an Indo Rama; they prefer to stick to knitting. These companies argue with equal convincing force: outsourcing may actually mean availability of supplies at competitive prices. Thus, with the imposition of 10% excise duty on branded garments in the latest budget, Van Heusen is contemplating sourcing them from Bangladesh and Sri Lanka, though currently 90% of the brand’s manufacturing is done in India. Then the input needed may be of highly specific dimensions requiring very large operations to enjoy economies of scale. For McDonald’s the humble potato is a very critical input, what with 30% of its customers coming to McDonald’s only to eat French fries. But due to unsuitable quality of locally grown potatoes, it invited Mc- Cain, its global partner, to come to India and set up shops here; through contract farming route McCain accesses right kind and sized potatoes so that when fried at exactly 168 degrees Celsius for precisely 3 minute and 10 seconds, the restaurant gets perfect golden coloured patties. So, instead of vertical integration, it is argued, the benefits can be achieved through contracts or informal agreements. Each firm then remains free to adjust its own scale of operation and to deal with others. Each firm will have its own incentives thereby obviating the need for an administered system as would have been required in a joint (vertically integrated) company. To be sure, the problems arise for such agreements when there are marked changes, say, when there is a sharp fall in demand, or the technology changes considerably, or when it is contract renewal time that may either be pre-planned or initiated by one side because of changed circumstances. Bombay Dyeing, for example, once crossed swords with its international raw material suppliers over the issue of purchase price of Paraxylene, wanting to convert contracted price into spot price. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><b>DEEP END OF THE POOL – OR SHALLOW? </b></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">It is also crucial to decide how vertically integrated must the firm be or obversely, to what extent can a firm satisfy its needs through outside procurement of large scale economy components, perhaps avoiding thereby some diseconomies of managing a larger organisation (such as moral hazard, limited span of control). Noteworthy it is that while resource allocation in the market is normally guided through prices, within the firm the same job is done through the conscious decisions and commands of management. The activities will be performed intrafirm if transaction costs incurred in using the price mechanism exceed the cost of organising the same activities through direct managerial controls. These transaction costs could be high due to price shopping, communication of work specifications, contract negotiations, and even tax regulations. On the other hand if the pricing power vests with a large supplier and he exercises it to detriment of the buyer, the latter may decide to produce something intra-firm, even at a higher cost. Generally, we could say that more prone the markets are to a breakdown of competitive supply conditions, the stronger will be the buyer’s incentive to integrate upstream. So you may decide to go as far as Kodak did once – rearing its own sheep to obtain gelatin to be used in photographic films. Likewise a firm likes to integrate downstream when margins are mouth watering. A Yash Chopra dabbles into film distribution and exhibition.</div></div>K.K.Srivastavahttp://www.blogger.com/profile/08339508285950627385noreply@blogger.com1