NESCAFÉ

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Discarding the popular Nescafé jingle was a bad idea, the taste continues to get you started...

Nothing wakes you up as Nescafé does – rightfully said and (as you’d agree) wholeheartedly accepted! Nescafé, one of Nestlé ’s internationally acclaimed beverage brands, catering to almost all segments of the market, has created an out of ordinary place in the minds of consumers globally and across the Indian sub-continent. Having sung its way to millions, Nescafé has established itself as a brand which is impossible to forget! Yes, its once popular jingle may have become scarce of late, but its Indiacentric strategy remains intact. And to further stem its position in the face of growing competition, during early 2006, the coffee-maker introduced a new variant of its instant coffee mix – the Nescafé 3-in-1, which was lapped up by consumers as ‘the perfect cup of coffee – no matter what’. After its twopronged strategy of opening Café Nescafé in early 2000s and after its last year’s strategy of targeting institutional buyers (cleverly leveraging the growth in office space), this was the next best thing from the company. Its brand strength has remained intact due to its continued endearment to the youth. However, the brand has lost some of its sheen, as the company has voluntarily curtailed its visibility in the mass market and its fresh commercials no longer retain the once ubiquitous jingle. Aggressive campaigns by HLL’s ‘Bru’ has also caused the slump to some degree.

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Source : IIPM Editorial, 2008

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

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Extra-marital affairs?

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From a small matrimonial service, Bharat Matrimony has plans to become a complete service portal!

If Karan Johar had met this company, then Bollywood would have missed out on the blockbuster Kabhi Alvida Na Kehna (KANK) & King Khan would have got his perfect match in the first go itself. Yes, finding the perfect match – that’s what this company does. We are talking about Bharat Matrimony Group, a venture that started a decade back and has now proliferated into a lucrative organisation. Way back in 1996, Murugavel Janakiraman – the man behind Bharat Matrimony – during his visits to Singapore and USA evinced the popularity of matrimony sites. “Matrimonial sites were popular in those countries, but NRI’s who wanted an Indian match did not find any easy medium. So to address their need we started Bharat Matrimony in 1997,” reminisces Janakiraman, CEO, Bharat Matrimony. And thus started the journey of matching Indians settled in US with desi brides & grooms. After enticing the NRI’s in Uncle Sam’s land, Janakiraman in 2000 started the same online service in India too. The concept was instantly lapped up as Indians were increasingly getting wary of using the traditional newspaper for matrimonial purposes; plus the popularity of internet in urban centres made the matchmaking process much easier, as the idea of seeing millions of customised profiles at the click of a mouse was an appealing concept.

For massive penetration the company tied up with almost all leading portals of the country like Rediff, Sify, Yahoo, et al. With all the leading portal in its kitty, Bharat Matrimony started expanding and ventured into Dubai, Canada and UK. However, it is the key US market that emerged as the cash cow and helped the online company to expand aggressively.

However, paying too much attention to the overseas market resulted in the company missing out big time on the home turf and soon its monopoly was dented with the entry of players like Shaadi.com. Adds Janakiraman, “Competition is tough but if you keep on adding values to consumers, you can create a mark. We started providing absolute privacy through our uniquely designed subscription- based model, authentication & verification of data, horoscope, multi-language services et al. This enabled us to sustain 100% growth.” Not a hollow boast, as today the company has 66 offices across the globe with a turnover of over Rs.50 crore. They have also set up offline centres – Bharat Matrimony Centre – for the tech-savvy couples to be. And just last year Limca Book of Records ranked Bharat Matrimony as the website that facilitates the highest number of marriages in the country.

But creating that perfect match was not enough. Bharat Matrimony needed that extra spice of diversification. “We have experience as a service provider through portals and we thought it’s always safe to have a wider portfolio for sustainability,” explains Janakiraman. So they ventured into online job portals, classifieds, property portals, automobile portals et al. The company just needs to be cautious that these extra-matrimonial affairs don’t put a dent to its flagship venture. We don’t need another KANK, right?

Edit bureau: Angshuman Paul

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Source : IIPM Editorial, 2008

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

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Alyque Speak!

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“Looking for big bucks? Head for Mumbai. Looking for great conversation? Salaam Kolkata!” Alyque Padamsee told 4Ps B&M.

The inimitable evergreen Ad-guru Alyque Padamsee is an unabashed fan of Kolkata “especially in its new glamorous and sexy avatar, and firmly believes that the Chief Minister Buddhadev Bhattacharya should be invited to Mumbai to clean up the mess because western India’s capital is “slowly going to the dogs!” Never one to miss a beat the savvy, hawk-eyed communicator par excellence, says that he is prepared to offer his “image-consultancy” expertise to Buddha (vis-à-vis Kolkata) along the lines “of the stuff I did for Hyderabad’s Chandrababu Naidu (remember Cyber-a-bad) a few years ago.”

However, the ad-man appears a lot less enthusiastic, when quizzed about Kolkata’s ad scene! “You see, the Bengali sensibility is deeply entrenched and embedded in art culture and similar calling. Besides (unlike the ambitious and driven Mumbaikar), their take on life is a lot more laid back. This dilutes the ambition, wanting to go the extra mile and raising the bar factor in no uncertain terms. A culture-specifi c adda is probably more important than a deadline,” he concludes, laughing indulgently!

A hands on – marketing/communication consultant with some off Kolkata’s hottest groups (Emami, Shree Cement, Sharda Plywood), he re-affirms his argument by pointing to the fact that “Emami and Shree Cement outsource their advertising content from Mumbai. This is very unfortunate, but the clear signal, obviously, is that the Kolkata ad guys have to pull up their socks and get their act together if they want to get back to the big league.” An unstoppable coinage person, he signs off in typical fashion. “As of now, Kolkata is India’s unmatched cerebral-a-bad. No city gives you greater intellectual or cultural joy, but advertising...?”

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Source : IIPM Editorial, 2008

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

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The masculine magic!

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The Pulsar brand changed it ‘all’ for Bajaj Auto...

The disposition in Bajaj Pulsar’s branding has always been very masculine... and successfully so! Talk of perception that this product has built in the minds of the masses – and it is associated with a male character with a well-built muscular body, a husky voice, and a power- ful heart! Marketed as ‘Definitely Male’, this bike apart from winning glances from the ladies has also earned great credits for its amazing performance and can alone take total credit for breaking away from the ‘scooter’ image of Bajaj. Currently the top-dog in the premium segment, Pulsar does serious numbers for its parent. The key highlight of the machine is the front appearance and the curvaceous bulgy tank, thus making it a visual treat! The most successful bike in the premium segment with a whopping 51% market share in its segment, Bajaj has successfully leveraged the product by consistent modifications. After riding high with the success of Pulsar twins, the company resorted to the DTSi (Digital Twin Spark ignition) technology, revolutionizing the motorcycle segment in India. Talking about the Pulsar, S. Ramnath, Auto Analyst, SSKI, says, “Bajaj has been performing remarkably in product launches and is phenomenal in terms of quality and technology. Pulsar has a great average and sophisticated designing which gives a splendid riding experience.” The premium segment, with a growth of 12% in monthly sales during January 2007 has worked well for the company. For sure, this male has inspired biking addiction among Indians!

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Source : IIPM Editorial, 2008

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

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Videocon :- A new language of colours

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BRAND : Videocon
AGENCY : O&M
BASELINE : A new language of colours

DESCRIPTION: A lady gets up from a violet sofa, dressed in a violet gown. Cut to a painter who is wondering what to call the colour he is using. Next, a lady is wearing green-framed glasses and a green colour trickles down from the side of her frame. Then we see a young girl in a flowery field holding a light blue butterfly that releases a blue hue as it flies away. A group of ballet dancers are practicing with different coloured ribbons. The V.O. says: “With so many colours on the Videocon LCD,..Videocon Integra, a new language of colours.”

4Ps TAKE: The new range of Videocon’s LCD TV sets is busy calling shade a shade and how! The power idea is to firmly establish the USP of the product range in consumers’ minds: colour clarity. With Sony Bravia’s LCD TV ads (that has colourful balls flying around everywhere), guess this one is quite a winner too. The reward to the prospect is, of course, Videocon’s truly desi character. You think colour may have a new language? Then, try turning on the Videocon’s LCD TV!

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Source : IIPM Editorial, 2008

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

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Some bare truths about outsourcing!

Why Study Abroad When IIPM Gives You 3 global Advantages!

A new report by The Work Foundation – an international not-for-profit organisation – that brings all sides of working organizations together to find the best ways of improving both economic performance and quality of working life says that the fear that all ‘good quality’ British jobs are being ‘outsourced’ to India and other developing countries is not so real after all! It may be overstated. Here’s why: while only 5.5% of all jobs were lost across Europe due to outsourcing, in Britain, jobs that can be potentially outsourced (in sectors like call centres) have actually gone up and not down. Which means that lesser jobs are being off shored to countries that can offer cheap labour. “The evidence suggests that while trade in services between Britain and India is certainly rising, it is not happening nearly as fast as is sometimes imagined. An increase from 0.4% to 1.2% between 1995 and 2004 is less of an explosion and more of a slow evolution,” states the report, adding, “Technology has always led to people being displaced from some lines of work into others, but what is not happening is a straightforward job migration from North to South, West to East.” What’s more, the report even says that industrialised nations – not poor, developing ones – are benefiting more from outsourcing. Ain’t that food for thought?

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Source : IIPM Editorial, 2008

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

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Why is Mr.A.P.Kurien

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Cheesed off?

He’s AMFI’s head; and we guess he’s right...

The Chairman of Association of Mutual Funds in India, A.P. Kurien is an irritated man today. Just about a fortnight ago, the Finance Ministry came up with another one of their ‘gems’ – this time, a diktat allowing (rather, ordering) Navaratnas & Mini-ratnas to invest 30% of their surplus in Mutual Funds (MFs)! So why is Kurien getting cheesed off ? The Finance Ministry, showing off its world-class intellect, has ‘allowed’ such investment only in public sector MFs and not in corresponding private sector ones.

Could this possibly be because of the high returns guaranteed by public sector MFs? Frankly, that would be as pathetic an excuse as one could imagine. Public sector MFs have set benchmarks in teaching how not to earn great returns. You tell me a public sector MF name and I’ll show how it has been beaten black and blue by private sector MFs. Consider this – one of the most hyped NFOs whose success was trumpeted all across, was the SBI Blue Chip offer, which mobilized a solid Rs.28.55 billion & claimed it would beat the BSE100 (an easy target)! Forget beating, over the last year, the fund failed to even attain half the growth of BSE100 (while the fund grew 28%, BSE100 grew by a classy 58%).

The situation is the same across public sector MFs for the last year. For example, while LIC MF Equity grew by 34% and UTI MNC Growth Fund by 31%, their own set minimum target – the Sensex – grew by 37%. Who needs portfolio managers?! One could have blindly invested in the Sensex or BSE100 and earned more. True, the best performing public sector fund (SBI Midcap Growth) got 60% growth, but does it stand anywhere even close to the 85% growth of the private JM Basic Growth Fund?

Sadly, when markets crash, public sector MFs almost always end up losing more! With $18 billion free cash (30% of 60 central PSUs’ surplus in FY06), forcing public sector MFs on PSUs seems quite ludicrous. But seriously, weren’t MFs in reality meant for retail investors instead of corporate ones? Or am I also simply sounding too cheesed off now? Never mind Mr. Finance Minister, let’s just focus on making the FIIs richer, shall we?

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Source : IIPM Editorial, 2007

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

Bidding bye bye to Baiji

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We might have lost the Yangtze River dolphin for ever!

Just what price are we ready to pay for growth and prosperity? Well, from the way events have unfolded in the not-sodistant Chinese backyard, the answer seems a resounding ‘anything’. To cut a long story short, Baiji or the Yangtze River dolphin, thought to be, until recently, a highly endangered species, has gone ‘functionally’ extinct. What’s appalling, and perhaps ironical, is that the fascinating creature for long regarded as a symbol of peace and prosperity in Chinese tradition and nicknamed – the ‘Goddess of the Yangtze’ has merely been reduced to a mere name.

Hunted for food and skin, and thanks to the rapid growth during the ‘Great Leap Forward’, the Baiji’s days had appeared numbered with experts having sounded alarm bells for the Yangtze dolphins. Unfortunately they’ve been proved right. Even on repeated surveys of the Yangtze not a single Baiji was spotted. So what exactly went wrong? Says Dr. Sandeep Behra, WWF India Dolphin Conservation Project Head, “Over exploitation of the river and construction of dams and barrages has resulted in the Yangtze dolphin’s depletion.” So does that mean the Indian river dolphins could face the same threat too? “In 2005, 1,100 dolphins in the Indus and less than 2,000 in the Ganga were reported. Conservation needs to be taken up seriously, else the fate of our dolphins would not be too different from the Yangtze’s,” asserts Dr. Behra. “In a nutshell, both quantity and quality (river flow & level) are critical for dolphin survival which is affected by the construction of dams and barrages. Being mammals, they are at the top of the aquatic food chain process and their extinction will affect the entire food chain system”. Let’s hope, unlike everything else, we don’t compete with our neighbour on the fate of our dolphins!

Edit bureau: Rahul Chaudhary with inputs from Swati Hora

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Source : IIPM Editorial, 2007

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

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Nurturing talent in-house to build a system based on freedom & driven by passion is clearly the HCL way…

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Life begins from a seedling. One might have seen a gardener planting a seedling in the moist soil and gently sprinkling some water on it. Under the watchful eyes and care of the gardener the seedling finds it roots and eventually starts to take shape. Vivek Punekar, Vice-President, HRD, HCL Infosystems, believes in playing a role similar to that of a gardener. “We handpick people from various campuses across the country and then groom them in-house so that they can brace up leadership positions later on,” elaborates Punekar. Little wonder that 90% of the top management cadres at HCL today are the ones that had joined the organisation as management trainees & have carved their paths to reach top positions at HCL.

A gardener also effectively plays the role of a facilitator, ensuring that the seedling is exposed to enough sunlight that helps in the strengthening of its roots and has adequate access to water at all times to foster its continuous growth. Punekar too follows a similar approach by exposing the young blood in the organization to different challenges so that they easily get accustomed to the work-life and also provides them with a support system in case things get a little out of hand. In today’s IT boom, a whole lot of emphasis is being laid on the human capital. Undoubtedly, HCL too falls in the same bracket, but as it is more a technology driven company rather than soft ware driven, so the role of HR is different. Emphatically states Punekar, “We are not a typical soft ware company as most IT companies are perceived as, hence the HR challenges faced by us are very different from them. To take one example, our employees are spread over 360+ locations.” Yet, there are many innovative techniques that HCL practices to get talent on board and nurtures that talent to bring to the surface the leaders of tomorrow. The company’s mantra is, ‘Catch them young & set their minds on fire’. And clearly the final objective of all HR practices at HCL is to ensure that every employee develops a keen sense of ownership for the company, and thus the company has a culture of ‘freedom’ at the workplace. Explains Punekar, “Freedom in HCL means, letting people make their own mistakes and learn from them. After all it is your own company, you are the owner so you are allowed to make your set of mistakes and it is only through mistakes that the employees can learn.” An open culture also helps to create a learning environment, which is an important factor for any IT company. Adds Punekar, “Although it’s a difficult task to achieve yet once this objective is achieved, then you would never face challenges in the form of retaining talent.”

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Source : IIPM Editorial, 2007

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

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The place does matter!!!

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While every IT major is now turning to India for expansion, Intel was perhaps one of the first companies to reach the Indian shores in 1989. At that time, Intel only had its sales and marketing operations in India. When asked about the tipping point, John McClure, Director Marekting Intel South Asia divulged to B&E, “Th e tipping point for Intel India was to set up the Intel India Development Centre (IIDC) in Bangalore in 1998.” Craig Barrett has already outlined the importance of India in Intel’s global plans. As a part of his plans to make India the hub of R&D for Intel, Barrett announced massive investment of $1 billion into the Indian market across various verticals. “The $1 billion investment demonstrates Intel’s long-term commitment and builds on the foundation we have created during our 10 years of operations in India. We will grow our local operations, boost venture capital investments and work closely with the government, industry & educators” said Barrett. Well, one could easily unearth that the kind of confidence Barrett has for Intel India would have made the executives here more responsible and nervous at the same time. Though we could not sense the frenzy about the very famous Intel vs. AMD fiasco at the IIDC Bangalore, the executives definitely looked completely committed to the cause of Intel globally.

In an exclusive conversation with B&E, Rahul Bedi, Director Corporate affairs, Intel South Asia and India Business Operations Manager Intel India maps out the contribution & importance of Intel India, “I cannot name the exact products being developed here in IIDC, but these are products that are going to be extremely critical for Intel. IIDC will have a significant impact on the bottom-line of the company.”

When quizzed about the contribution of IIDC to Intel’s global strategy, John McClure, further outlines, “IIDC has been steadily contributing to the global development of Intel’s products. Part of the work involved in getting quad core chips ready for the global market was undertaken here. No other company in India undertakes testing of this level of complexity. IIDC is also involved in the complete line up of Intel’s quad core chips.”

Well, for the uninitiated, the contribution of IIDC is not restricted to Intel’s quad core chip sets. The company’s Bangalore centre has slowly emerged as its global hub for R&D. Similarly, IIDC also played a key role in the launch of the Intel’s new mobile platform Intel Centrino Duo and Intel Centrino Pro processor technology for both consumer and business computing. IIDC also planned and executed key design and validation activities on the Intel® 965 chipset (codenamed Crestline), which forms part of the new Intel Centrino Processor technology platform. Finally, IIDC also provided critical hardware and soft ware applications engineering support to Intel OEMs and ODMs in Asia Pacific and Japan to ensure readiness to launch their platforms along with Intel. The different divisions of IIDC have contributed to Intel’s global growth like its Mobility Group contributed to the Centrino Duo platform, Digital Enterprise Groups’ (DEG) contributed to development of quad core processor and the Corporate Technology Groups’ (CTG) contributed to the world’s first programmable processor to deliver teraflops performance. The Bangalore team is also becoming the primary competency centre for IT related supply chain applications.

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Source : IIPM Editorial, 2007

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

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ITC’s satiating its appetite for food!!!

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The Indian conglomerate ITC Ltd. has gobbled an Australian agri-biotech company – Technico Pty Ltd. However, the amount of the deal has been kept under wraps. The deal is going to strengthen ITC’s food division. The deal was implemented through the investment arm Russell Credit, a fully owned subsidiary of ITC. Technico offers mass potato supply chain management & uses the exclusive Technituber technology which is known to transform the global seed potato industry. Technico has its business spread around Canada, China, the Middle East & India and utilises this reach to source potatoes all through the year for bulk users.

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Source : IIPM Editorial, 2007

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

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Are you saying I don’t have to

IIPM PUBLICATION

Sheolul Smey?! ...

For those who thought that that was the only option...
When it’s a question of money, everybody is of the same religion – goes the adage aptly! The general trend of human beings has always been to secure their future... in whatever way they can! There are varied options for all age groups. So why should senior citizens stay back? Firstly, to get introduced to the concept, reverse mortgage schemes open the option of receiving a fixed monthly income for a stipulated span of time. Oh no, it’s not free of cost. It’s all against your house, but even as you reside in it! Though this innovative concept had received a mention in Budget 2006 and also in Budget 2007, banks and housing finance companies (HFCs) had no option than to wait for the final guidelines from the National Housing Bank, which thankfully arrived last month, raising expectations of a flurry of reverse mortgage products.

It is expected that private service providers like ICICI Bank and HDFC Bank and also public sector players like Bank of Baroda, Oriental Bank of Commerce, Punjab National Bank, GIC & LIC Housing Finance will be among those off erring a plethora of such products. S. K. Mitter of LIC Housing Finance Limited told B&E, “We are working on the proposal and the products will be launched in a couple of months.” However, first in the series to launch reverse mortgage schemes were Dewan Housing Finance Corporation Limited and Punjab National Bank.

Analytically, these schemes are more similar to pension schemes for senior citizens living in an accommodation owned by them. Financially, it works in a manner that’s quite opposite to buying a house on loan, wherein it’s necessary to pay an equated monthly installment to your bank. In reverse mortgage, the agreement terms are such that while the house is mortgaged to the bank, the bank is supposed to pay out equated monthly amounts to the other party.

Though in this case, technically, the house belongs to the bank, still it’s possible to live in the house till the person (who has mortgaged) and his spouse are alive, even after the mortgage tenure is getting over! As per the norms, a house owner, who has crossed 60 years of age, is eligible to seek a loan up to 60% of the value of residential property by mortgaging the same for a maximum period of 15 years with a bank or a housing finance corporation, while retaining the right to stay in the property. In terms of receiving the equated amounts, the receiver can opt for monthly, quarterly, annual or lump sum payments, or even payments at any other point in time as per his/her discretion. Also, a revaluation of the property has to be undertaken by the bank once every five years. On the event of death of the receiver, the bank offers the legal heirs an option to repay the loan. If the loan is not paid back, the bank has the authority to sell the house and pay back the difference, if any, to the heirs.

Quite popular in developed countries, reverse mortgage is an effective social security measure, which will find a lot of application in India; especially at a time when senior citizens, in dire need of money, sometimes end up with no option other than selling their house and belongings lock, stock and barrel. But the government necessarily needs to ensure that the focus of such products remains ‘social security’ rather than profits. Is that possible? Of course yes, and with classic positive repercussions.

B&E edit bureau: Sunanda Roy

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Source : IIPM Editorial, 2007

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

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Today, India is where China was in the 1990s. The sheer momentum now appears unstoppable

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The Rise Of India

Just look at the kind of global leaders that are making a beeline for India and the picture that emerges is crystal clear. The King of Saudi Arabia was in Delhi in January. French President, Jacques Chirac, dropped by for a brief visit a week before George Bush arrived. Australian Prime Minister, John Howard landed in Delhi on March 6, 2006 to discuss uranium supplies. Vladimir Putin of Russia and Wen Jiabao of China are also scheduled to come by.

The reason: The world is finally waking up to the fact that the Indian elephant – in deep slumber for centuries – is now awake and beginning to dance. The sheer volume of economic opportunities available in India is mind boggling for global investors. Says Vijay Govindrajan, Professor of Strategic Management at the Tuck School of Business, Dartmouth College: “Today, India is where China was in the 1990s. The sheer momentum now appears unstoppable.”

Without getting into the details, what exactly does the nuclear deal mean for India? Quite simply, if the US Congress does clear the deal, the future of India’s energy security will become considerably brighter. If India does raise electricity generated from nuclear energy to 30% of total power generated, American, French, British and Russian companies will be competing for new nuclear power plants with a total capacity of about 40,000 MW in the next few years. That is a Rs.2 trillion business opportunity waiting in the wings. No wonder, Ratan Tata and Anil Ambani want to enter the nuclear energy sector. Business opportunities apart, the killer advantage for India will be reduced dependence on oil supplies that look so very iff y with the way instability, unrest and civil war is unfolding in West Asia, and the way China is consolidating its hold on global oil supplies.

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Source : IIPM Editorial, 2007

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

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The Sony Story

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India has seen many such giants set up manufacturing facilities, only to withdraw later on as they found the Indian market hostile. A typical example is Sony, which trimmed down its manufacturing operations in Dharuhera, Haryana and now imports almost all of its audio products and CTVs (colour televisions). The Japanese giant’s performance in the Indian consumer electronics industry mirrors what is happening across the world: Sony is being battered by nimble footed and aggressive companies like LG, Samsung and even Microsoft in the segments that it used to dominate. In India, the Korean Chaebols LG and Samsung have emerged as clear leaders, both in terms of market share and brand visibility. Indian brands like Videocon and Onida too have hung on tight, leaving Sony quite far behind in the sweepstakes. According to an advertising industry professional that services the Videocon brand: “If you can get a good quality 29 inch fl at screen TV for Rs 15,000, will you pay Rs 30,000 for a 21 inch TV?” This is a question that Sony needs to ask itself if it is serious about emerging as a market leader in India. Sunny Sodhi, owner of a travel agency and a heavy mobile phone user, says: Nokia will not have the going as easy as it did in the past. The Indian market is too big and too tempting. Rivals will go all the way to grab the market share away from Nokia”.

P&G changed gears after being taught a lesson by the price sensitive Indian consumer seeking “value for money”. Till 2003, market leader Hindustan Lever Ltd. (HLL) faced a greater threat from its own fl aging growth than from P&G. All that changed last year with P&G becoming an aggressive price warrior. Till date, HLL and P&G continue to fight bruising price battles. P&G has gained significant market share, though accurate figures are difficult to obtain.

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Source : IIPM Editorial, 2007

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

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Even though there has been a negative growth earlier, HH continues to out-compete the market

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Now that the entry level game has been further spiced up with the up-gradation of the old workhorse Splendor, isn’t HH holding on a bit too long? When B&E investigated into the matter of HH’s continued infatuation with the entry segment, Dua clarified “When you have a high potential product like the Splendor then you should leverage it fully. The Splendor Consumer is intensely brand loyal, t he re fore the new Splendor NXG will help us retain the consumer within the Splendor family.” As per the company’s annual reports, HH is heavily banking on the 100 million consumers who find themselves under the Rs.200,000 income bracket. The company feels that barely 2% of the Indian hoi polloi are presently covered by the two wheeler industry and there is immense potential at hand. Even though the so called ‘ideal candidates’ might move into the HH territory, there still might be some hiccups! Firstly the Indian hinterlands are still outside the financing purview. And secondly the consumers might have other appealing options. The foray of super affordable cars in the newly formed entry level four wheeler segment will surely lure away some first time buyers and HH along with other ‘entry segment’ dependent players will surely face the heat of this new found ‘four wheeled competition’.

Furthermore, growing demands on natural and economic resources has brought about pressures on the company’s margins. Even though Hero Honda ecstatically claimed that it was the only company to grow at 19% this year (while the entire sector registered negative growth rate at the same time), things won’t be easy as sustaining profits & market share is a paramount requirement. Dua was however quick to point out, “The inflationary figures are encouraging and it seems that the market will expand even though there has been a negative growth earlier. Hero Honda continues to out-compete the market and we are confident that we will improve further.” In a nutshell it can be safely assumed that the market will undoubtedly recover but Hero Honda may not be a major reason behind this overturn. This is evident from the fact that during FY07, net profit fell by 11.74%, the only two wheeler company to report.

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Source : IIPM Editorial, 2007

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

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