An ambitious 10-year survey of the Chinese people yields remarkable insights : IIPM

IIPM Publication

Ever since China began to emerge from its Maoist cocoon by welcoming foreign investment, the torrid pace of GDP growth in the Middle Kingdom has been fascinating companies around the globe. Western companies have tended to see China as the world’s largest factory. Another common notion is that China is a consumer giant keen to slake its thirst with products of all kinds. Some see an eager business-to-business customer, ready to buy increasingly vast quantities of raw materials.

Taken together, these beliefs have spurred corporate investment. Yet without a reliable portrait of who the Chinese people are or how they’re changing, corporate planners have struggled to address the opportunities afforded by the world’s most populous nation. To fill this information void, the Gallup Organisation undertook an ambitious 10-year, nationwide survey of the Chinese people, beginning in 1994 and ending in 2004. Our goal was to discover what the people of China really want.

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Source :- IIPM Editorial, 2006

IIPM : Pixar produced six of the most successful animated features

The alliance dates back to 1997, after Toy Story, when Steve Jobs’ Pixar signed a 10-year, five picture deal with Disney. Production was Pixar’s responsibility, while distribution and promotion was Disney’s forte. Production costs and profits were split equally.

Since then, Pixar produced six of the most successful animated features of all time that together grossed over $3.2 billion at the world box office. The fallout began when Steve Jobs demanded 100% profits, only allowing 10-15% of the distribution fee to Disney, which Michael Eisner, Disney’s erstwhile CEO, bluntly refused….

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Source :- IIPM Editorial, 2006

Money on Movies - IIPM Press

Whether it comes to sexuality or making money, Indians by and large, seem to be on a huge drive for experimentation. And that is getting reflected in Bollywood movies. But even more important than the changing social attitudes of Bollywood fans is the thickness of their wallets. With per capita incomes rising steadily and urban middle class prosperity a reality, Bollywood fans can afford to, and are willing to spend much more money on movies than ever before.

Even today, a ticket in a small Indian town movie theatre costs less than Rs.30. In a multiplex, the same ticket goes for more than Rs.100. As more and more urban Indians shell out upwards of Rs.100 for a single ticket, the numbers game for Bollywood becomes less of a gamble and more of a business opportunity. Thanks to a more assertive and spendthrift Indian middle class, Bollywood is now peddling ‘premium’ brands…

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Source :- IIPM Editorial, 2006

Marlon and Aamir – redefi ning the modus operandi - IIPM Business & Economy

He’s the most keenly aware, the most empathetical human being alive”, said Stella Adler who taught the ‘Godfather’ the Stanislavski System. “He just knows... If you left the room, he could be you.” Born in 1924 in Omaha, Nebraska, Marlon “Bud” Brando Jr. was the son of a salesman and an alcoholic actress. Brando faced many turbulent years as a child, plodding through a series of expulsions from a string of schools….

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Source :- IIPM Editorial, 2006

Sony needs to now localise strategies, reposition offerings, and diversify relevantly to succeed in India - IIPM WORLD

The Japanese will swear by this one, “When the student is ready, the Buddha will appear”. The Buddha (read Sony Corporation) seems to have appeared in India yet again, and this time with a bang. Howard Stringer, CEO of the $67 billion Sony Corp., has signalled a greater focus on India, through synergising hardware and content. But can Sony India ride on the basis of this focus alone?

Till now Sony’s three stand-alone businesses in India, consumer electronics, telecommunications and media and entertainment have not really gone the whole hog, when it comes to leveraging each other’s business strengths. Sony has conveniently ignored business sense to let Nokia and LG use its immensely popular programmes, Indian Idol and Fame Gurukul to promote their telecommunications equipment. With an Aman Verma – one of Sony’s TV present­ers – capturing special Indian Idol moments on a Nokia, the slumber of Sony has indeed been a long one!

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Source :- IIPM Editorial, 2006

BJP must stop infighting if they ever wish to regain controls on Centre - IIPM Press Release

The Bharatiya Janata Party has lost its halo. Touted once as the party with a difference, it has now lapsed into a party with differences. From around the time it came to power the party was said to be divided into two major camps – the so-called moderates behind Atal Behari Vajpayee, and the hardliners lining up behind the party’s other mascot Lal Krishna Advani. Matters have taken a complete turnaround after its stay in power for over six years; more so since it lost out to the Congress-led alliance last year. Infightings and bickering, once the preserve of the Congress, have now become common place in the BJP.

Starting this slide towards indiscipline was the Rashtriya Swayam Sevak Sangh, or the RSS, which prides itself as the disciplined force behind BJP’s power in the first place. First, it forced a retirement plan on Vajpayee, perhaps the senior most member of the Sangh alive today. Next, it went hammer and tongs against Advani for having the “temerity” to call Mohammad Ali Jinnah a secular person. It’s another matter that Advani was merely attempting to broaden the party’s base projecting a more inclusive image for it.

Source :- IIPM Editorial

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Copyright IIPM – 2006