Market share figures

Well, if you look at market share figures released by IDC India, ‘mayhem’ is not exactly the word. Lenovo, in fact only did retain its third position with a market share of 9% for the client PC segment (desktops & notebooks in terms of shipments) in calendar year 2007, as was the case in 2006. Market leader HP, on the other hand, managed the growth ‘faster than the market’ benchmark well, as its market share grew from 18% to 21% for calendar year 2007. And in the all important notebook PC market as well (which is doubling year on year in India), Lenovo (market share of 17% at number 2 position) remains a far cry from the leader HP, which gobbled up a massive 38% share in 2006. And this is besides HP’s unrivalled dominance over the printer segment. With such a powerful adversary to contend with, does Lenovo even stand a chance to topple the number one? What makes the company so confident of its chances?

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Own Boss

True, you will become your own boss. But for months and even years, that choice will mean less freedom and fl exibility for you, not more. You won’t control your own life; your new business will do that for you. After all, when you only have two customers, you don’t tell them you can’t meet Monday at 5 pm. You smile when they show up three hours later. In your heart, you may be flying free, but in the trenches, you’ll still be taking orders – just from a new set of bosses. Another bit of wishful thinking is something you don’t mention, but is common too – it purports that entrepreneurship bestows financial independence. If only! Unless you’ve built up a pile of savings, no one is more “owned” than the founder of a start up. We recently met an entrepreneur whose venture was stalled because she was loath to give more equity to private investors or venture capitalists.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Turbine company

Yet, the bulls and bears on the street talk as much about Tanti as his neighbours in Pune do. And why not? On May 24, 2007, when Suzlon announced the acquisition of REpower, the German wind turbine company in a $1.33 billion deal, the scrip was hovering around Rs.1150 on the floor. Within a week, the share price had zoomed to hover around Rs.1300. Clearly, Tanti is the latest darling of the bulls in Dalal Street. Tanti explains why the REpower acquisition has lit up so many fires in the market, “Integration with REpower will push Suzlon to the fourth-third spot globally by 2008. It will push our revenues from Europe to over 50%. We have been acquiring fast to expand and will continue to look for opportunities.” Europe is the largest market for wind energy and Suzlon now becomes the fourth ranked wind energy and turbine company in the world.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Belligerently positive!

Despite the expenditure of $2 billion that Exxon made after the most infamous 1989 oil spill, off the Alaskan coast (perhaps the biggest environmental disaster at sea, which is considered by the US government as the largest spill in US history), the company’s stock met only minor hiccups – and that too because of the unforeseen expenditure rather than because of the disaster caused – before recovering. Similarly, when the US oil giant Texaco pulled out of Ecuador in 1992, it had contaminated close to 18.5 billion gallons of groundwater and had poisoned rivers and streams on which the indigenous population depended. Stock price effects? Belligerently positive!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

‘Mart’ ing it up for you …

The Indian retail place is getting attractive with every passing day. Reliance Industries is planning to launch its home solutions retail venture by end 2007. The Rs30 billion venture will have a chain of 100 standalone specialised home solution outlets. To be rolled out by Reliance Retail (the retail arm of Reliance) these outlets will have a space of 40,000- 60,000 sq ft . Though the name is yet to be decided, the format of these outlets would be shops in shops within Reliance’s hypermarkets. The first hypermarket to be opened in August would be at Ahmedabad while the second would come up two months later in Jamnagar. The next big activity in the retail space is the predicted acquisition of Piramyd Retail by the Aditya Birla Group. The Group had already acquired Trinethra Retail, in beginning this year. Piramyd Retail has seven Piramyd lifestyle outlets and around fourteen Trumart grocery shops around the country.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

'Wardrobe brand'

Over the last year, the company undertook an initiative to move from being a ‘wardrobe brand’ to a ‘lifestyle brand’. In line with this strategy, they have forayed into footwear and men’s innerwear for brands like Van Heusen, Peter England, Louis Philippe and Allen Solly (which also offers women’s wear). They have extended two of their brands – Peter England and Allen Solly into jeans wear, besides launching a range of ‘Luxury Linen’ semi-formal wear under Louis Philippe. Moreover, the company has grown at a staggering 20% in recent years and has clocked a revenue figure of Rs.650 crores (FY07). Sufficient to put them in our list!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

CLOSE-UP

Close-Up has dominated the gel segment, but the presence of Colgate still haunts...
Close-Up is positioned in a way in which no other toothpaste is positioned. It has broken all the rules and norms of toothpaste advertising ever since its launch in 1975, and taken the brand a leap forward in Indian market. It was the first brand to introduce gel toothpaste to the consumers and has led the gel segment ever since. Such was the power of the Close-Up bright red colour, its intelligent advertising and belligerent promotions that even market leader Colgate was forced to launch a gel variant. Its marketing initiatives include myriad tie ups with high-profile programmes like Close-Up Antakshari, Harsha Ki Khoj and even movies, such as Kyun Ho Gaya Na. The highlight was the speed dating contest last year in association with Zoom Television.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

JOHNSON BABY CARE

This is no kidding... Johnson Baby Care still rules the world
Nobody understands your baby’s skin better than Johnson’s Baby Care, the world’s most trusted brand amongst parents. With over hundred years of expertise, Johnson’s Baby Care goes together with very special moments you spend with your little one. The company is entrusted to endow with innovative special products for its tiny tot consumers. Among its huge bouquet of products, Johnson’s baby powder is one of the most successful brands worldwide. Also, ‘no more tears formula’ of Johnson’s baby shampoo has been one of the most successful advertising campaigns by the brand. The key element to the success of the Johnson’s baby brand is the high-quality; elaborate range of products which it has under its umbrella for quite sometime.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

TAJ HOTELS

Four new luxury projects announced during the past year - that’s all in the name of promotion!
Luxury, opulence and extravaganza available through 77 hotels (including 7 authentic palaces) in over 52 destinations spread across 12 countries and 6 private islands – the Taj Hotels chain has indeed a lesson to share – grow like the mushrooms and choke your competitiors! With tourism sector steaming ahead at a fantastic 11% during 2006, the Taj Hotels brand has practically grown from strength to strength over time. Ajoy Misra, Sr. VP, Sales and Marketing says, “The mantra is that the organization has been built on a customer centric approach and bench-marked with hospitality brands on the highest standards of service whilst being obsessive about its people.” However, the brand during the past year has not excelled in visibility – what else sans promotions and improved advertisements? So here’s a lesson for you too Taj – advertise more and

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

DLF

Now that SEBI has given its nod, DLF’s elusive IPO may yet become a reality
Amidst a host of real estate brands that have mushroomed in the last few years, DLF stands tall by possessing a staggering 574 million sq.ft. in terms of designed projects and an astonishing 220 million sq.ft. in terms of offered development. Now, with the company getting ready to churn out a few more millionaires with its historical IPO, DLF has become a household name. With its flag firmly hoisted in the capital, KP Singh led DLF is getting ready to roll out its pan India presence, having already announced plans to invest Rs 8,000 crores in Madhya Pradesh (housing, industrial SEZs and IT parks) and has partnered with the Orissa government for the state’s first SEZ. To cash in on the sentiments of a cricket crazy country, DLF associated itself with cricket last year, but has now shifted gears to Bollywood. Says Shalini Vig Wadhwa, GM – Corporate Communications: “Our major campaign ‘Building India’ features SRK all over.” Not surprisingly, this brand has scaled up 40 places (from 94 last year!)

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

HONDA SIEL

With prices above the Koreans, but less than the American car-makers, Honda is going great guns!
The legendry Japanese car-maker, Honda, is known for high quality cars positioned in the A3, A4 and A5 segments. So much so that now the Indian consumer has come to expect luxury and flamboyance from the brand. Ironical too, because the Japanese carmaker is generally perceived as an entry-level/ mid-segment player in the West, while in India, the brand is comparatively up-market. The Japanese major finds itself in a situation where it is not comfortable in a backward integration exercise, where it will have to enter the B+ or other lower segments. However, the prospective entry of a small car like the Jazz, would be obligatory to the prevailing market trends, where the segment is witnessing high growth.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

BAJAJ

In the midst of a family feud or corporate restructuring?
Even as the demerger of the iconic Bajaj Group takes shape, the brand has found its rightful place in the 4Ps B&M list, with the able flank of its two great warriors, Bajaj Auto and Bajaj Capital. Bajaj Auto, the fifth largest Indian company in terms of market cap today, was a tad late in sensing the demand shift from scooters to motorcycles. But at a motor show organized earlier this year you couldn’t really sense the delay, seeing the Pulsar roaring with its mammoth 200cc engine. Even their iconic brand – Bajaj Chetak (which served as a symbol of middle class aspirations for over four decades) was discontinued in 2006. Though hit hard on both sides by Honda Scooters and Hero Honda, the Pulsar continues to chart its way past the sales graph. If Chetak spurned Bajaj to the top league between the 1970s-1990s, the job in this decade belongs to the Pulsar. “Bajaj as a brand presents a classic case of a dying scooter brand changing itself into a big bike brand today,” says K. V. Sridhar from Leo Burnett. Bajaj is betting next on CNG powered bikes, which will be launched soon. Definitely, the ‘Naye bharat ki nayi tasveer’. What say heir apparent, Rajiv Bajaj?

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

MOST INNOVATIVE BRAND OF 2006-07

• Microsoft Xbox 360
• Kingfi sher Airlines
• Motorola
• Maggi
• Intel
Some say that ‘a company that knows not how to innovate, knows not how to survive...’ and they ain’t lying! Look at the Microsoft Xbox 360. At a price that’s mighty lower than its closest competitor’s, you get relatively the same experience. Kingfisher Airlines, which innovated itself and moved the other way while competition was getting attracted to the black boring hole of LCCs, has ever lived up to its fantastic fame through delivery of top-notch service quality. Motorola, which was biting the dust till two years back, is now high o innovation and during the past year, it drove past Nokia in terms of innovation. Maggi and Intel, with their latest ‘alternate’ offerings too have made the mark needed to be chosen as the most innovative brands for 2006.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

From class to mass...

Placed third in the top 15 and leading the bandwagon of foreign banks in India is Citibank. For years they continued targeting the niche segment in India, but when in the late 90s government regulations eased, they went mass with a vengeance by launching their Suvidha account for the less affluent. Today, the global bank boasts o f presence through 39 branches and 404 ATMs, spread across 27 cities. A focused domestic strategy, including development of local products, has always been a part of Citibank’s Indian operations.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

BRAND: Jaypee Siddharth

BASELINE:NA
AGENCY: Dentsumarcom

4Ps TAKE: The Jaypee Siddharth in New Delhi recently underwent a makeover and re-launched itself as a business hotel. And how does it advertise the fact? For starters, the print has an insipid shot of its lobby, which is totally deserted (whatever happened to the all businessmen and executives who throng the hotel?), and the visual does not give us even a single clue as to why we would even consider it to be a business hotel! The body copy is uninspiring — to say the least: no USP, no power idea, no reward to the prospect. What on earth does “charismatic décor” mean for instance? What about the pathetic invitation to “Do checkin”? At a time when business travel is becoming big ticket, this was a great chance for the hotel chain to come up with something new and innovative. Instead, all we get is tired prose, lazy visuals and no attempt to be special! Come on guys, if you want to take on the Oberois and the Mauryas of the world, then this is no way to treat your guests! Wake up — and smell the coffee...

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

In nature’s studio!

A fountain of inspiration–The Forest of Fontainebleau
For long, the mention of an artist has conjured the image of a painter with his easel stationed by the edge of a bridge or by the rising and ebbing waters of a beach, mulling over the perfect choice of colours to best capture the scenic splendours before their eyes... But such was inconceivable before the middle of the 18th century, for until then, apart from portraits and still lifes (sic), even landscapes would come to life within the walls of the studio! It was only when the importance of natural light increased as artists inclined more towards realistic art that paints and easels became portable, allowing them to wander freely to find their inspiration.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read More IIPM-News:-
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'Taking care of the people'

The concentration here is literally on ‘taking care of the people’ so that the system works towards promoting a culture where there is adequate respect for personal life and family, even to the extent that the company refrains from disturbing employees on weekends. Creating the right platform for its people to grow and develop is the credence of its culture. Shirodkar also emphasised on the company’s programme of sending out its ‘high performing people’ for various regional projects during the launch of their products in new markets like China, Korea, et al. J&J looks at many such opportunities to help its people to move up the career ladder within the organisation itself.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Commentators

Given that the news and earnings will always be good, and that commentators will always be the most positive near market tops, it will be increasingly important for investors not just to listen to the news but to interpret the news correctly and to constantly move ahead of the crowd. Brokerage stocks for example, we all know that there is plenty of “excess liquidity” around and that brokerage firms are enjoying record profits. In 1982, Merrill Lynch’s shares sold for less than $ 2 and then rose to $ 80 in early 2001 before collapsing to less than $ 30 at its October 2002 low. Since then the stock has risen to over $ 98 in mid January 2007 before declining to $ 89 currently.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Burnouts

Here’s what you may find intriguing… It’s a catch-22 situation out there with organizations when it comes to managing stress and burnouts. While on one hand people continuously keep talking of getting some relief from stress, on the other they love to be under pressure at work. For executives who spend almost one third to half a day at the offices, work pressure is something that they very much crave for. Call them workaholics or whatever, but the point is that being surrounded with work related matters and pressure is what turns them on, or take it this way, less or no work is what turns off their heat!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read More About IIPM:-
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Complete the course

Even before he could complete the course, Promod landed himself a job at a California- based company, Emergent and was appointed as the Chief Operating Officer. The defining moment for Haque came when he ventured as a consultant in NVP in 1989 and later became the partner in the very next year.The globe’s numero uno dealmaker has a list of criteria for investing into an enterprise, “Firstly, we are interested in larger markets and we are not interested in smaller ones because it is hard to build larger businesses and we are interested in building larger businesses. Therefore, the size of the market, uniqueness of the product and the background of the entrepreneur are important. Also, it is important for an entrepreneur to have domain skills and management skills,” asserts Promod.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Operation Sunshine

For example, when in November 1996,Operation Sunshine was launched in West Bengal by the CPI(M) government, thousands of hawkers were removed from the streets of Kolkata and were “rehabilitated.” Basudeb Acharia, a CPI(M) leader, did claim to B&E, “The government helped shifting almost all the hawkers to the Go Park...” Sadly, the current state of Kolkata is proof enough of the success of the operation. CPI(M)’s Abdullakutty does assert, “The government panchayats and charitable organisations are working together to provide shelter and orphanages to these children.” Sir, don’t mind our criticism; it’s surely a great start!

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Merrill Lynch builds castles on ground

Merrill Lynch, one of the world’s leading financial advisory firms, has agreed to buy San Francisco-based First Republic Bank (FRB) for $1.18 billion. First Republic Bank caters to the financial needs of High Net worth Individual Individuals, & by acquiring it, Merrill Lynch will gain clients with an average net worth of $20 million. The deal values FRB at $55 per share, which is 44% more than its share price as on January 26. The bank has 43 branches and specialises in mortgages on luxury homes, giving Merrill more wealthy customers who may buy brokerage services.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Researchers

However, the researchers have not played the blame game yet for scientifically it’s a difficult task to pinpoint the precise premise for gynaecomastia. And as observational experiments continue, three flummoxed fellas will surely remember their premature passage from boys to men, nah... women, er... whatever!

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Increased Reliance

Increased reliance on bancassurance has created a win-win situation, as for banks it’s a source of income, and for insurance companies like HDFC Standard, sustainable clients. According to the latest figures of April-December 2006-07, private life insurers added some 3.9 million policies, while HDFC Standard Life underwroteover 2 lakh policies. That itself shows the stranglehold this firm has over the Indian insurance sector. Though in terms of actual premia, HDFC Standard Life managed to collect only Rs.7.45 billion out of the gross sectoral aggregate of Rs.77 billion, making it the fifth largest player with a market share of 9.5%.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Annual Salary hike

Companies that participated in the surveys forecast an annual salary hike of 12 per cent, resulting in real wage increase of 7 per cent, and this is the highest raise among the 45 countries surveyed. Not just India, large parts of Asia have jumped on to the bandwagon of bigger, better pays! The five highest real salary hikes this year are all expected in Asia: China, Indonesia, the Philippines and Thailand.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative