AS UNIQUE AS IT GETS!

Nandan Nilekani, Head, Unique Identification Authority of India

After doing his bit at the corporate level, Nandan Nilekani is now doing his bit as Minister of Cabinet rank. His mandate? To brand every Indian with a own unique identity. The task ahead is Herculean, but such is the level of confidence that India places in Nilekani that most believe, if anyone can do it, it is this man from Infosys! “Nandan is a wizard and has command over hardware and software. He is the only one who can deliver the goods,” believes political commentator, Zafar Agha.

As head of the Unique Identification Authority of India (UIAI), created with an initial outlay of $20 million, Nilekani must issue a unique identity number to 1.2 billion Indians. The move is aimed at strengthening the delivery of public services like banking, health, food distribution, et al. So what’s the key USP that makes this brand a best seller on the racks? Trust and reliability! Will Nilekani prove successful at making the first stage of 100 million identity cards over the next three years a possibility? Well, we’ve got three more years to answer that question; but for now, we vouch for the fact that this brand will continue selling... his unique blend of corporate excellence and social commitment give Nilekani all the ingredients to fill in the ‘performance’ gap for India’s political and bureaucratic ineptitude. Politicians better watch out!

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Source : IIPM Editorial, 2010.

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

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Creativity? What’s that?!

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After reeling under slowdown for most part of the last one year, the Indian auto sector has a reason to rejoice as the recently passed festival season has been the best in terms of banking volumes since the slowdown struck. And to further encash on the frenzy, auto majors have announced a slew of launches in order to ensure adrenaline rush. So be it Chevrolet Cruze, refreshed Honda Civic or Indigo Manza, all are trying to create the desired waves in the industry. The up-coming period is crucial for the auto sector and great emphasis is being laid on advertising to enhance brand visibility. However, a quick look at the TVCs of auto companies gives a sense of deja vu as creatives of most of them are similar. Invariably, viewers get to see similar ads describing the features of the product and when it comes to brand building, creativity comes much later in the picture. Explains Ayyappan Raj, Business Director, McCann Erickson, “You can’t be much different in your approach while making an ad for auto as it also needs to explain the features of the product offering.” Take the case of Maruti’s Swift ad or Hero Honda’s Karizma ZMR ad – both undoubtedly create the desired excitement but are not clutter breaking by any means. But as Raj adds further, “The bottomline is that the ad should be able to get the initial desired volumes.” This makes it all the more imperative for the ad-frat to choose the conservative way.

Pawan Chabra

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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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Of hush hush moments...

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Nandini Dias, COO, Lodestar Universal

4Ps: Which was the defining moment of your Nano success?
SS: The big high came when Ratan Tata publicly applauded our work at the time of Nano’s live launch. We delivered this campaign in adversity. The client did not want to spend the usual Rs.50-60 crore required in a normal car launch so we were on a tight budget. Even the time to implement was less as everything was hush hush until the last moment.

4Ps: How would you define Lodestar’s USP for clients?
ND: I like to believe that we are known for our strategy and innovation, as you see in the Nano campaign. A recent survey conducted among the top 200 clients in India has ranked us at the top in nine parameters.

4Ps: But you’ve lost some key clients over the last few years?
SS: Every business has its churn. The trick is to minimise that churn. We have contained ours at just 5-6% of total revenues. Agencies lose businesses because of three reasons – international alignments, consolidation or else because they’ve picked up some accounts in desperation and are being unable to service them properly. We’ve lost businesses over the last few years because of the first two reasons. We lost Mudra Garments as the Birla Group consolidated with Group M and Intel went because of a global re-alignment.

ND: Some clients also change agencies because of remuneration considerations. I however feel that such clients lose out on the learning and knowledge that your incumbent agency may have picked up over the partnership years. Clients lose out on that learning.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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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For Exclusive Footage by Sunday Indian Click Here

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Will Jet escape the turbulence?

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naresh goyal-owned jet Airways seems to be hitting the headlines for all the wrong reasons for quite some time now. From pocketing consistent losses quarter after quarter to conceding its market leadership to Vijay Mallya’s Kingfisher Airlines, Goyal is certainly having a tough time. Further, Jet Airways has rubbed its employees the wrong way once again by issuing pink slips to its pilots after the sacking fiasco that it was into last October. This proved to be the last straw on the camel’s back, as it led to three days of strike, which grounded the coveted services of the airline and disrupted many travelling plans. Moreover, even after almost a year the cost saving alliance with Kingfisher Airlines, the airline is yet to show any positive result. All this put together is surely hurting the current standing of this private aviator and of course the overall customer perception of the airline. Even the low cost players like IndiGo and SpiceJet are taking fast strides and becoming a threat to Jet’s current market share. So what should be the plan of action for Goyal to save grace in these trying times? Surely, it is high time for Goyal to avoid any further hiccups. “The key is to ensure that capacity remains in line with demand and high emphasis is given on providing consistent and quality services,” advices Hatim Broachwala, Aviation analyst, Khandwala Securities. Thus it is now or never for Jet Airways to hold on to its market standings.

Ratan Lal Bhagat

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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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