Rolling down the RAZR’s edge. Ouch!

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For Motorola, the sad story has begun. The only remedy to revive the cellular giant is to finally get over its RAZR mania and get on with innovative offerings. It has done this before and there’s no reason to believe that it can’t unlock its magic box, yet again...

Motorola’s new CEO, Greg Brown, should have learnt a lot from his predecessors, the two CEO’s before him who got caught into the congestion of the wireless industry that cost them their jobs. Is history about to repeat itself, what with the intensity of problems much higher this time and the cut definitely deeper with a visible slump in telecom industry and the ever-continuing woes of Motorola? Brown is under constant pressure from his shareholders to chop off its loss-making mobile handset unit as, for the first time in decades, Motorola’s stock has plummeted below $10 a share.

But another lesson from history tells us that Motorola has almost always managed to stay afloat even during the worst of storms. Motorola’s image and brand name has long been associated with mobile handsets, as Jeff Kagan, telecom expert puts it, “Motorola was always the handset-maker. It lost that in the 90’s to Nokia, when the networks switched from analog to digital. Motorola’s last hot phone was the StarTac in the mid 1990s until it came out with the Razr in the 2000s. Unfortunately, it had no products to follow the Razr. So, it rode the wave up and back down again.” Brown has enough credentials and exposure to be trusted with a sinking ship, as he was the one who led Motorola to the second-largest acquisition ($3.9 billion) of Symbol Technologies. In addition, he was responsible for the divesture of flailing automotive division to Continental for $1 billion.

Brown has shown personal interest to somehow revive the handset division, but he might have to still give uop due to intense pressure from investors, especially billionaire Carl Icahn, who recently increased his share by 1.5% to 6.5% in Motorola, and who has recommended a slew of names for prospective board candidates. Caught between two pressing situations, Brown intends to sell off the cascading division but it’s going to be an uphill task as the division suffered heavy operating losses to the tune of $1.2 billion in 2007. Competitors like Nokia, Samsung and LG Electronics, who are biting off Motorola’s market share, and are clearly not interested in buying an ailing division.

The downhill slope of the telecom sector is easy to predict even with the global mobile phone industry recording a prodigious sales target of 1.15 billion units in 2007 as compared to 990 million units in 2006, a stupendous growth of 16% as per Gartner Inc. The fact is that it’s becoming growingly impossible to ignore that the sector is giving out strong and sure hints of a slowdown. The piercing winds of biting frost are blowing hard in the once scorching telecom sector. For example, both Mitsubishi and Sanyo Electric having announced that they would surely dispose off their unprofitable mobile phone businesses.

Having reached its peak of 31% growth rate in 2004, mobile industry has treaded downhill ever since, with analysts forecasting a dwindling down of the growth rate to 15% in 2008. The reasons can be easily pinned down to the slowing economy, a maturing market and the alarm bells being sounded by telecos. Recently, Texas Instruments, the chip-making giant, was forced to adjust its guidance for the present quarter (Q1, 2008) to about half of its previous range because of an expectation that Nokia might reduce its chip orders due to an inventory pile-up. The San Diego-based wireless giant, Qualcomm, too sent out signals that the industry was facing a tough year; it decided to buy back stocks worth $2 billion on top of an almost $3 billion buyout recently. If that’s not enough, here’s more: Sony Ericson, the number four player in the mobile handset category, predicted a deep cut in its current quarter pretax profits from $571 million recorded last year to about $276 million. But this downward adjustment can be somewhat accounted for as sales are always lower after Christmas, the shopping season. But the size of the shortfall does suggest dangerous times ahead, putting the focus on Nokia and even more pressure on maladroit Motorola, whose dwindling profits forced it to give up its number two position to Samsung. The recent chaos seems to push it further into an abyss with strong indications that it will slip down to number four position recently occupied by Sony Ericsson by the end of this year. In the past year, Motorola could only achieve sales of 164,307 million phones as compared to Nokia’s 435,453 units, thus achieving its long-stated target of 40%. According to Dataquest Insight: Market Share for Mobile Devices, 4Q07 and 2007, the amplitude of Motorola’s troubles is depicted by the 9.7% market share drop in its year-end quarter of 2007 as compared to 2006. If the trend repeats this year, with a repeat of 27% decline, what with a non impressive line-up of phones, Motorola will only manage to sell 116 million units.

What Motorola needs now are not history lessons but children’s book. Brown needs to don the cap of Willy Wonka, a character made famous by Roald Dahl, and come out with products as unparalleled as Wonka’s famous candy eggs that hatch chocolate chip birds which can move and chirp, and leave behind the done-to-death success of Razor to rewrite history.

Priyanka Rajpal

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Source : IIPM Editorial, 2008

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

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Does your biz plan have sanity?

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He thought up an innovative business plan and PE funding came knocking on his doors. R. Subramanian on what it takes to attract the right investors and what budding entrepreneurs should keep in mind...

An IIM Ahmedabad pass-out opening a local retail store was something quite unthinkable in 1997, but not today, when Subhiksha, and its ‘morcha against kharcha’, has become a household name. But to take this morcha to a pan-India level needed deep pockets, which R. Subramanian, MD of Subhiksha did not have at that time. But, impressed by the vision of this man, ICICI Venture Capital decided to back his plan and till date continues to hold a 24% stake in the company. R. Subramanian, in conversation with 4Ps B&M, tells his side of the story.

You started Subhiksha from just one store, with a meagre investment. What set the ball rolling?

We did put in Rs.5 crore before we took in VC/PE funding – it was tough, not so much for the money part of it, but because we were starting a new business line, which was in its infancy those days. More importantly, we were creating a new business model.

When did you decide to approach ICICI Venture Capital?

To be honest, we were lazy (smiles). It was ICICI Venture, which got in touch with us, saying that they wanted to fund us. The first part of outside funding for Subhiksha came in August 2000. By that time we had been in business for about three years. We then had 50 stores, operating only in Chennai. Funding was important because it came at a time when we were ready to grow geographically, as we believed we had a working concept.

How did the funding help Subhiksha beyond fund infusion?

The funding actually also brought credibility for a new business model and helped in getting some external perspective to what was only a management run company till that stage.

What do VCs looks for before granting funds to entrepreneurs?

I think the foremost criteria that they would look into would be whether they will make money. Also commitment of the promoter/entrepreneur and not to forget, the sanity of the business plan.

A word of advice for budding entrepreneurs looking for PE funding?

When you are small, I think the chemistry and shared wavelength with the financing partner is as important as the money itself – be careful about who you raise money from – be sure that there is broad common alignment as far as what you and they are looking for.

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Source : IIPM Editorial, 2008

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

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Panasonic dwarfs competitors

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Launches the world’s largest plasma TV

When it comes to technology, it is really difficult to answer the question: Is big really better? Well, in a scenario when the tech giants are spending huge sums of money on R&D to miniaturize the products and make them look slimmer, Panasonic (the leading brand of the Matsushita Electric Industrial Co.) is going against the tide with its recently launched world’s largest 150-inch advanced high definition plasma display panel (PDP).

Dubbed as ‘Life Screen’, the plasma from Panasonic is 11 feet wide (or the size of nine 50-inch plasmas to be more precise) and brags of an unbelievable resolution of 2000 by 4000 pixels. “Featuring true-to-life color reproduction capability and quick response to moving images, the ultra-large PDP renders clear, crisp, spectacular images unrivaled by any other,” said a Panasonic spokesperson. Noticeably, though PDP is a young technology that ventured just a few years ago, the market response to this technology has been nothing less than phenomenal. Thanks to its wide viewing angles, moving picture resolution, colour reproduction and displays, which excel in high contrast, PDP’s have emerged as the clear leader globally in the large screen TV segment.

While Panasonic is betting big on its bigger displays, companies like Sony and Samsung are thinking highly of TV’s based on OLED (organic light-emitting diode) technology. Already, both these companies have showcased their OELD based ultra thin TV’s, (which are extremely costly for their small size) but the fact is that Panasonic’s ‘big is better’ philosophy works better because the LCD’s, which it produces are much more economical in the practical use.

So, as Panasonic continues to push the boundaries of technology to produce bigger plasma display panels, the customers are definitely in for a visual treat.

Edit bureau: Devdeep Singh

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Source : IIPM Editorial, 2008

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

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The Samurai’s vengeance

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Yamaha, Suzuki & Honda are upping their ante in India

The Yamaha RX100 was the product to own, way back in the 1980s. Back then if you were a young, hip and adrenaline pumping youngster, the Yamaha was an almost prerequisite accoutrement. Japanese major Suzuki (with high performance bikes) was also on a roll in India at one time, in collaboration with TVS. But that was then. Enter huge hikes in fuel prices, Euro norms and indigenous manufacturers, willing and able competitors in fuel efficient products, stole the thunder from under the Jap majors’ feet. Performance-oriented products were fast forgotten. Hero Honda catapulted itself to the numero uno position on the back of its super successful crop of fuel efficient bikes (Splendor), while Bajaj brought the volumes (piggybacking the CT100). Yamaha, Honda, Suzuki tried to fight back with their version of fuel efficient bikes but could not match them. A look at the sales between April and September 2007-08 for independent foreign bike makers (Yamaha, Suzuki and Honda – now predominantly selling fuel efficient bikes) will tell the rest – a combined 518,139 units, 59% of the total units sold by just Bajaj in the same period!

With the successful re-bifurcation of Bajaj into the performance segment and the success of Hero Honda’s premium offering CBZ Xtream, Japanese bike makers understood that the game is not over and perceptions can be changed. If Hero Honda could sell premium bikes being perceived as a fuel efficient bike maker, what’s stopping the Japanese majors to go in for a makeover?

The Samurai’s have found a simple answer in their respective portfolio restrictions; Honda could not enter India with an economy product because of its collaboration with the Hero Group; while both Suzuki & Yamaha on their part lacked effective small capacity products in their line-up. Ironically the recent decline in sales of established players like Bajaj and TVS is also showing the way! According to Autocar India’s Rishad Cooper “Sales of both TVS & Bajaj declined because they did not have a good product between the 100-150cc.” This actually means that there is a lacuna between the 100 and the 150cc segments prevailing in the market and the Japanese players are trying to cash in on this. Honda with its Shine 125 and Yamaha with its Gladiator 125 are expecting a first mover advantage in this expected next high potential segment.

Though TVS and Bajaj are also sprucing up their arsenal in this segment, the Japanese have a chance to brand their products more effectively. For an executive segment (125cc) consumer, fuel efficiency is top priority, but style and performance is also much sought after. Yamaha and Suzuki’s performance bike image can help in integrating this perception to their new ‘fun’ products.

Speaking on future Yamaha (which is investing Rs.1000 crores in the country) offerings, Ishikawa, Yamaha India’s CEO, told 4Ps B&M, “the new product will be affordable and attract younger people. It will be uniquely designed for bikers and not commuters.” With the prospective advent of super bikes from these three Japanese hot shots, the market situation is bound to alter, more so because indigenous manufacturers simply cannot compete in the upper niches of the two-wheeler segment. Yamaha expects to gain a 19% market share by 2012 while both Honda and Suzuki have similar designs! All we can say for now is that our desi stars viz. Hero Honda, TVS and Bajaj better watch. The iron is hot and Japanese Samurai’s are all set to strike back....

Edit bureau: Karan Mehrishi

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Source : IIPM Editorial, 2008

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

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ICICI Lombard General Insurance

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This 74:26 JV between ICICI Bank and Canada-based $26 billion Fairfax Financial Holdings is creating ripples in the general insurance sector. Sandeep Bakhshi, MD & CEO, ICICI Lombard General Insurance (ILGI), said, “We will be focusing on health in a major way. We will be launching new health products, increasing distribution and enrolling more hospitals. The health insurance portfolio will be witnessing a substantial increase.” ILGI is laying its bet on using Internet and telephone connections to get in touch with new retail customers. Customers buying retail policies in areas such as motor, home, travel and health (both critical illness and personal accident) will be offered the products through these mediums. “Currently, e-channel brings in less than 1% of our premium income, but we believe that this number can easily grow to over 20% over the next four to five years,” said Kartik Jain, head of marketing and e-channel, ILGI. This ISO 9001:2000 certified company is surely planning for a comprehensive product line – more to pep up its confidence, it won the ‘General Insurance Company of the Year’ award at the 11th Asia Insurance Industry Awards 2007. But will internet connections really pick the way it has done in China? And by when? More importantly, will Indians buy insurance products online, considering that most experts feel that this business is a purely on developing personal, long-term relationships?

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Source : IIPM Editorial, 2008

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

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When 2(.0) is better than 1(.0)!

TCS’s Innovation 2.0 will redefine travelling

With airline companies spending nothing less than $12 billion every year (and with the travel industry on a whole spending around $28 billion) on its IT-related expenditure, there is no denying that IT has come to assume great importance in the day-to-day functioning of this industry. Confirming the same to 4Ps B&M, G Raghavan, Head, Travel & Hospitality Unit, TCS asserted, “At present, the airline sector spends $11-13 billion on IT & this figure is growing annually at 7-9%.”

Going with the trend, TCS released its Innovation 1.0 technology last year, which enabled the aviation giants to get closer to their customers via websites and check-in kiosks. And reducing this distance was the latest Innovation 2.0 platform launched by TCS on November 5, 2007. This new platform is all about increasing revenues using these very touch points. It further allows airline companies to identify and analyse the most profitable target segment of customers using client history saved in their database. S. Ramadorai, CEO & MD, TCS, adds, “The Company clocked about 4.4% revenue out of $2.7 billion (about Rs.10,600 crore) from the travel and hospitality vertical at the end of the first half of this fiscal. TCS has invested at least $2 million (about Rs.7.8 crore) in the lab since its launch last year”.

In this cut-throat competitive environment, with airlines all out to increase their bottomline, such solutions would only mean a better tomorrow for the provider. In this case, all that can be said is that TCS has proved once again why it’s such a recognised name today.

Sray Agarwal

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Source : IIPM Editorial, 2008

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

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Companies of a lesser God?

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Here’s how CSR initiatives help create stronger & more sustainable companies?

Taiba is an eight year old girl from Delhi and apart from being born in a deprived family, she was born with cataract in her eyes. She could not walk alone, recognise her school books and was left to suffer a life of perennial darkness. Ishratra, her mother, was also totally helpless, especially when the local public school teacher said that Taiba should go to the blind school, instead of a general public school. “I didn’t know what to say, for as she was not totally blind, the blind school won’t accept her admission. Then I came to the camp organised by Dr. Shroff’s Charity Eye Hospital (SCEH) and they said they will bear the cost of the operation of my daughter,” reminisces Ishratra. SCEH indeed took the initiative and the operation was funded by McDonald’s. Now Taiba can walk alone and holding a McDonald’s balloon, told this magazine that “I want to become a doctor.” But when asked whether she know what’s written on the balloon, she said no. Taiba might not know about Ronaldo or Big Mac, nor does Ishratra, but every year the quick service restaurant donates Rs.5 lakhs to SCEH. “They also sponsor and manage other buildings like our children ward and promote eye awareness programmes,” adds Arun K. Arora, CEO of SCEH.

Although she claims to be 10 years old, but the curse of hunger and poverty makes her look years older than her age. She can’t afford two meals a day and even thinking about a woollen garment in winter is a luxury for her. But last year Kanta managed to get a woollen sweater and shawl as she was part of the Godrej Ezee ‘Rahaat – Ek Abhyaan’ campaign. And this year too she has come to the Rotary International Club, Chanakyapuri, to collect woollen garments for her brother. “Winters are warmer now, as I have got rid of my old, torn shawl and saab (the coordinating manager) has given me a new, red shawl. I’m here to get another one for my brother,” says Kanta. The girl may be homeless, making a bedroom under any flyover of the capital, but she thanks Godrej for taking the initiative to distribute old woollen clothing to several children of a lesser God.

Pratapgarh, an otherwise non-descript small town in Chittorgarh district is in the midst of rapid transformation. Owing to some landmark initiatives by ITC in rainwater drainage and harvesting, the desert fields of Pratapgarh are producing wheat for the first time. “Nobody could have ever though that Rajasthan can produce wheat also. Without disturbing the ecological harmony, rainwater harvesting has increased the economic condition of these villages and at the same time the villagers will know that ITC is doing good for them,” so said B. K. Sharma, Team Leader of Foundation for Ecological Security, an NGO that’s working with ITC in these districts.

The above may be different incidents happening in different corners of the country, but these are not a part of a suddenly developed penchants by India Inc. It is certainly heartening, how quite a few Indian corporates are playing their part in social initiatives. On the plank of social ethics and morality, Corporate Social Responsibility (CSR) is an initiative being taken by almost all the blue eyed boys of India Inc.


Explains Adi Godrej, Chairman, Godrej Group of Companies, “We as a corporation believe that when our entire business is based on society, we can’t ignore our responsibility to the society. If we are building customers, then it becomes crucial to return to the society by taking care of the unprivileged.” A noble cause indeed and it’s not only Adi Godrej, who is taking societal responsibilities seriously. Sunil Mittal, Ratan Tata, Mukesh Ambani and others of their ilk, even MNCs in India are making sure that they contribute to the society. Vikram Bakshi, MD, McDonald’s India (North & East Region) points out, “We believe in the importance of giving back to the community that has given us so much. We continue to be committed to being a conscientious corporate citizen through our CSR programmes.” This QSR, from the country of Uncle Sam, has funded enormous projects like SCEH, SOS Children’s Villages and over 390 economically and visually challenged children have benefited from vision correction thanks to Big Mac’s efforts in India.

Of course, minting moolah for themselves and their shareholders will always remain their priority number one, but corporates are increasingly evincing an interest in taking care of society and the country. And here’s the million dollar question. Do such initiatives help them to promote their brand? Or does it help give a ‘good’ touch to their organisation in the eyes of the masses? “CSR does not promote a brand and its effect can never be visible in the profit & loss account of a company. Neither does it help when a company is caught for unfair practices, But it does help them re-emerge from their lost position,” explains Sumeet Budhraja, Analyst, Edelweiss Securities. No wonder, the cola behemoths that have been battered by criticism for damaging the ground water and ecosystem in India, are now taking increased interest in protecting the environment. PepsiCo has a waste management programme and Coca Cola has several water preservation projects. Coca Cola’s partnership with Central Groundwater Authority (CGWA) has worked well in preserving water levels in villages near Jaipur.

Explains, Venkatesh Kini, Vice President – Marketing, Coca Cola India, “We have taken several such initiatives earlier also and will be doing it in future too. But we never claim that we have done great CSR, instead we want to convey to people that we care for the society and that has been a part of our corporate campaign also. If you’re doing business in a country, you can’t ignore the people and environment of that country.”

As Kini points out, CSR plays a role in overall corporate objectives, as a better society means greater future market potential. After all, experts say that the larger the gap between ‘haves’ and ‘have nots’, the greater are the chances for an unsustainable economy and therefore business environment. Globally, there’s growing acceptance of CSR initiatives in helping create admired brands. The trend has caught on in India also, much to the benefit of the not-so-shining, ‘other India’.

Edit bureau: Angshuman Paul

Source : IIPM Editorial, 2008

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

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Cup of ‘wows’ overflows...

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...as infrastructure tops the charts

The flavour of the season is ‘core sector funds’. Fund houses seem to have made infrastructure their theme, with Lotus and Kotak AMC et al, planning to launch various core-sector funds. And with the sector growing at 8-9% per annum, on the back of the country’s increasing lust for quality infrastructure – ports, highways & airports – the optimism is not unjustified. When contacted, Tridib Pathak, CIO, Lotus India AMC, said, “We are planning for an infrastructure fund in the next 3-4 months, which will invest in a portfolio that is predominantly constituted of equity and equity related instruments of companies involved directly or indirectly in infrastructure creation in the economy.”

No doubt, this is a result of the extraordinary performance of infrastructure stocks in 2006 and in the first seven months of this calendar year. DSP Merrill Lynch, ICICI Prudential and UTI Mutual Fund already have presence in this sector through their respective funds. S. Naren, Senior Vice President & Head of Equities, ICICI Prudential AMC, whose infrastructure fund has registered a CAGR of about 64.52% in the past one year opines, “The growth in the sector itself is behind the fund’s outstanding performance. Infrastructure is acatalyst in growth and is bound to observe a promising trend, which adds to the fund’s performance.”

According to the Economic Survey 2006–07, investments of $320 billion would be required in the infrastructure sector during the 11th Five Year Plan. No doubt, infrastructure has substantial upside potential. Given the importance given to infrastructure creation, with impetus not only from the government, but also from public private partnerships, private entrepreneurial interest and foreign direct investment, the focus on infrastructure development is at an all time high. Companies, involved in this infrastructure creation process, are going to be biggest beneficiaries of the boom. So time to catch the bus on the infrastructure buzz? 4Ps

Edit bureau: Sunanda Roy

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Source : IIPM Editorial, 2008

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

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Truly global Indians... and the list goes on

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As a historic first, in May 2007, Infosys co-founder Narayana Murthy became the first Indian “outside of HLL” to be inducted into Unilever’s globalboard. But what about other companies? Have they been as merciful? In reality, the examples are plentiful. Gurcharan Das was the CEO, Procter & Gamble India from 1985 onwards. From 1989 till 1992, he was made the Vice- President, P&G Far East. But the most dramatic success that he attained was when he was made the Managing Director, P&G Worldwide in 1992!

More recently, in January 2007, America Online Ltd. (AOL), promoted their India Chief, ManeeshDhir, as AOL’s Global Operations Head. Dhir had excitedly quoted to the media then, “The experience of setting up and developing businesses in India will no doubt help me as AOL enters new and challenging markets globally!” When 4Ps B&M caught up with him this August 2007, Maneesh was ebullient in his emotions, sharing with us, “My growth is reflective of the company’sgrowth and maturity to a more global orientation, not just from a business and opportunity perspective, but also around talent.” Talent from India? It does seem rightly so.

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Source : IIPM Editorial, 2008

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

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BRAND : Aditya Birla Group - Taking India to the world

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BRAND : Aditya Birla Group
BASELINE : Taking India to the world

DESCRIPTION: An employee is talking about working, expanding within Aditya Birla Group. He says, “I loved my job, I was immersed in aluminium for years, from prices to products. It’s time for a new challenge, to move on, not from the group, just the sector. From aluminium to insurance, I am immersed again. I love my job.” The V.O. says, “The Aditya Birla Group, The Best Employer in India, 2007.” The ad ends with Vande Matram. 4Ps TAKE: In this age of employee satisfaction and talent retention, the Aditya Birla Group is communicating via its employees – its human capital. We get the point - employers can be the best brand ambassadors! The single-minded focus is to flaunt their recent achievement: bagging Best Employer tag in India. The power idea is to talk about the group’s varied interests (from aluminium to insurance). This ad also conveys the flexibility an employer can have within the group, moving from one sector to the other. And finally, comes the clinching benefit: this is an Indian brand – but one that’s going all around the world.

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Source : IIPM Editorial, 2008

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

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“During the last 5 years, the number of Indians in key positions across the globe has definitely increased!”

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If you thought those were only FMCG and technology companies believing in Indian CEOs, even the world’s largest heavy equipment and infrastructure companies are not to be left behind – June 2007 saw the biggest of them all, ABB, promoting Ravi Uppal, the Country Manager for India, to the top management by making him an Executive Committee member of ABB globally. ABB interestingly promoted Uppal after Dinesh Paliwal, another of their Indian heads, promoted previously to the Executive Committee, had resigned. As confirmed by ABB itself (“Ravi Uppal has been instrumental in ABB’s successful performance in India...”, ABB press release), it was clearly Uppal’s astounding performance for ABB India (sales increased 540% during his six year tenure and ABB India became the top growth market, beating China) that motivated this move by ABB.

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Source : IIPM Editorial, 2008

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

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Air India -Meet the non-stop…..

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BRAND: Air India
HEADLINE: Meet the non-stop…..
BASELINE : NA
AGENCY : Inter Publicity

4Ps TAKE : When foreign airlines are bragging about their luxurious facilities and cosy miles-high experience on board to long distance travellers, then why should our desi international airline stay quiet? The single-minded focus of this ad is to position Air India as a non-stop and comfortable carrier between Mumbai and New York. The communication clearly targets the business travelers (the numbers, as we know, are increasing with every passing day). Further, the boxes of pictures comprising the various in-flight facilities points to the amenities that can be enjoyed over a long journey by business travellers. The visual is appealing with a close-up shot of an Air India aircraft amidst the clouds (complete with the brand new logo). All said and done, we still miss the adorable, moustachioed Maharaja!

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Deutsche Bank - Best Investment Bank-India

IIPM, GURGAON

BRAND: Deutsche Bank
HEADLINE: Best Investment Bank-India
BASELINE : A passion to perform

4Ps TAKE : The visual is smart and creative – the Deutsche Bank logo on Gateway of India. Now, what could that imply? Well, it’s obvious, isn’t it? Celebrating the success of the German bank in India, which also is the power idea. No reams and reams of body copy, but the message is very well conveyed. The reward to the prospect: the fact that Germany’s signature bank has won the 2007 Euro money Award for Excellence. The Indian connection in the Deutsche Bank success story is further enhanced by the communication that features a list of cities it operates in, on the top of the page. The bank’s USP? The investment facilities that have given it an edge over other foreign banks, making it the best investment bank in India. All this, says Deutsche Bank, is because of the brand’s credo of a passion to perform. But hey, the visual of the bank’s logo entering Gateway of India, a proud heritage of the country, is a masterstroke...

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM - Admission Procedure
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Why Study Abroad When IIPM Gives You 3 global Advantages!

Sansui - Born in Japan. Entertaining the world.

IIPM - Admission Procedure

BRAND: Sansui
HEADLINE: Liquid technology. Solid picture.
BASELINE : Born in Japan. Entertaining the world.
AGENCY : Publicis Ambience

4Ps TAKE : LCD television sets seem to be having their day! Now, it’s Sansui that is talking about its latest offering of newage technology. The single-minded focus of this Japanese electronics giant is to promote its latest offering, Kyuuten LCD range and the vibrant visual of this ad stands testimony to it. The body copy lists the sharp features of this fresh range. The headline - Liquid technology. Solid picture - clearly positions the product as a cutting-edge entertainment device that will satisfy the most finicky buyer. The clinching benefit to the brand is, of course, the Japanese connection – ‘Born in Japan’ (we’re talking lineage here, after all!). And not to forget, the company hopes that couch potatoes will remain glued to this latest in-thing. So, all of who are enamoured by liquid gold, this is the one for you!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!