Friday, July 11, 2008

God’sumer has arrived...

...and the myth of the consumer being ‘just’ a king is...err...passé!

A few years back, companies across the Indian sub-co4psntinent we all out to cheer the customer, to give him more at his doorstep... merely pampering the Indian customer you can say. And just as any human would, customers having been treated well (or more) as more than just guests, the feeling of ‘Consumer is King’ sunk into their heads. And now that the masses have got used to it, the companies are hell-bent on ripping-off that sentiment – first the cake and then cracking the very plate on the customer’s head! Yes, you just got the touch of it – tales of goons threatening customers who’ve defaulted on loans even for one time period, experiences of roughnecks physically assaulting debtors... Times indeed are in for a change. But wait! Didn’t we hear of ‘change always being for the better’?!

When the corporate kingpins seemed to have forgotten a fundamental capitalisitc rule, who but the central bank interfers to remind them of it. And as if implying, “Consumer is no more king, he’s God!”, Y.V. Reddy, Governor, RBI on October 5, 2007 directed bankers (and the Indian Banks Association) to monitor closely the working of recovery agents and thereby improve and put an end to all rough means in recovery processes. Furtheron, all banks would also have to take the onus of any misdeeds committed by their recovery agents and publicly disclose their names and the phone numbers from which recovery calls would be made.

This assumes greater weight for the Indian customers after the October 5, 2007 announcement by the Telecom Regultory Authority of India (TRAI) that tele-marketers would be charged with Rs.500 (per violation act) or their numbers would be disconnected if found violating the rules. As per TRAI, already 6.5 million subscribers had registered themselves with the National-do-not-call registry (NDNC) which can be accessed by tele-marketers, with the largest count being that of Bharti AirTel customers (3.09 million customers). Sure enough, bidding goodbye to all inconveneience caused to customers by telemarketers proving that the modern Indian consumer is more than a king – rather call him God...

So during the recent months, if you haven’t been bothered by any of the above-mentioned nuances, or false bills et al, you either have been lucky, or very very lucky! And there’s nothing so nouveau about this whole concept of treating the consumers fairly. Written centuries ago, Kautilya’s book titled Arthashastra serves as a reminder that a concept like consumer protection against exploitation by the trade and industry were first brought to notice then. Sadly, lack of systematic and planned actions to prevent such barbaric acts by the traders only resulted in long delay of a few centuries before an ‘effective law’ to that effect could be enacted. To this you might remark, “But we’ve heard of something like a Consumer Protection Act and a Consumer Disputes Redressal Commission (CDRC), enacted to safeguard the interests of the consumer! Haven’t we?” We totally agree – yes, you have! But they’re mere ‘paper truths’ at best, and ‘openly and widely violated’ at worst – making these measures grossly incapable of protecting consumers’ interests.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Thursday, July 10, 2008

India’s Top 20 IT Companies

TATA CONSULTANCY SERVICES: S. RAMADORAI

Alexander of the East


TCS is twice a big name than Infosys, if one were to believe the number of searches generated by the mighty Google! The difference might be huge in terms of searches, but TCS and Wipro search for only one thing these days. Midsized acquisition is what Tata Consultancy Services is looking to acquire expertise in, which they don’t have. “We have to acquire capabilities we don’t have. That’s our strategy,” says S. Padmanabhan, Head, Global Human Resources, TCS. “Seventy percent of the acquisitions fail to deliver value, so you have to be absolutely sure of what you are doing,” he added.

2008 will also see TCS working on its visibility and making the brand TCS more visible in the corporate boardrooms. The ongoing ‘Experience Certainty’ campaign promotes brand assurance of TCS and is part of the company’s bid to become a top 10 player in the industry, globally, by 2010. It features an ad campaign, a music video and video viewpoints, and backs up the brand proposition with claims that 96.63% of TCS deliverables are achieved on time. CEO S. Ramadorai commented on the launch of campaign, “Experience Certainty is a true reflection of what we offer the market. We manage all engagements with the same consistent approach globally.”

While, traditionally, these Indian IT majors are not associated with advertisements, the fact is that advertisements are a help, whether it is for products or for services. Though TCS realised it late, we expect that whopping $10 million advertising campaign will bridge the gap between Indian and US software multinationals.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

Wednesday, July 09, 2008

Good times are here

Another re-branding exercise, this time in Aviation – Air Deccan becomes Simplifly Deccan. And the man behind it? You guessed it right

Have you had a chance to experience the new Simplifly Deccan. Nah! It’s not another Banglore-based airline, simply the new look avtaar of Capt. G. R. Gopinath’s low cost carrier, Air Deccan. Gone are the staid yellow and blue colours of the ‘aam aadmi ka carrier’, instead with the UB Group baron Vijay Mallya now on the pilot’s seat (in May this year Mallya acquired a 26% stake in Air Deccan and followed it up with buying another 20% shares in an open offer), the proud and colourful Kingfisher now adorns Air Deccan’s fleet of aircrafts.

And the men who oversaw the entire re-branding and positioning – none other than Capt. Gopinath himself and his recently acquired brother-in-arm, Vijay Mallya. “I realised that Mallya’s Kingfisher was catering to the top end segment, while we were at the bottom end of the air travel segment, yet there were synergies to exploit. The re-branding has already begun to deal with the Air Deccan perception problem,” Capt. G. R. Gopinath, Chairman, Deccan Aviation told this magazine. The carrier, which began 2007 in a desperate quagmire of sorts (thanks to the onslaught of consumer complaints regarding their abysmal on-time performance, rude attendants, et al) has started flamboyantly peddling a marked improvement in its on-time performance.

Even the new advertising communication of the brand reflects its new thinking. Conceived and created by Thomas Xavier and Rajeev Rakshit of Orchard Advertising, the new tagline the choice is now simple seeks to position the re-branded airline differently from its previous low-cost avtaar. “It was a huge exercise – change in dresses, tarmac, coaches, et al. Even the Air Deccan staff is going to the Kingfisher Academy for training in soft skills,” adds Nalin Gagrani, Head-Marketing, Deccan Aviation.

Deccan’s common man (their mascot for the last four years) also stood no chance. The re-branding exercise, which began in October did away with not just the Deccan colours, even their hostesses donned the red skirts of the Kingfisher crew. The sell-off to Mallya may have put down Gopinath for a while, but this man is certainly not out, not by a long haul!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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



Monday, July 07, 2008

Prime Causes

The prime causes of this correction – the subprime issue and US housing market – are yet to show improvement.” In India, there have been casualties all across the board. Let alone investors’ wealth, even corporations have been hit severely by this market meltdown. IPOs of companies like Purvankara have hit roadblocks due to this increased volatility. The company has already postponed its IPO and also revised its issue price. Reliance Industries, led by Mukesh Ambani, has seen its net worth erode by a staggering $2.6 billion in the past fortnight. So what do you do now as an investor in India? Do you sell, do you buy, do you stay off? We don’t know about you dudes, but we’ve already placed our equity purchase orders. For fools dare where angels...

For Complete
IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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



Friday, July 04, 2008

Hair care, health care, oral care, baby care – you name it and he’s got it! This ones’s a ‘Real’ showstealer!

SUNIL DUGGAL... CEO, Dabur India
Hair care, health care, oral care, baby care – you name it and he’s got it! This ones’s a ‘Real’ showstealer!
Anly ItIoM Baenndn BeItTt SC,o Pleilmanain p a&s sCoou.t ,a hned gPaevpes ai Fleogo dusp, btori effi-- nally join Dabur in 1995 as GM-Sales & Marketing. His years of loyalty paid off when he was finally made CEO, Dabur India in 2002, and has spearheaded the spectacular growth recorded by Dabur since then, both within and outside the country. A dynamic professional, Duggal has steered Dabur’s business forward, including their recent portfolio enhancement in the juices segment. His has travelled across India to understand the nitty gritty and dynamics of the FMCG business. Duggal is now agog with his ‘Vision 2010’, which talks about doubling revenues & profits and plans to enter the goldmine (read: Retail) sector to fill the gap in the health and beauty retail space. “We believe that the specialty retail format we are entering is a unique proposition,” he envisions.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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