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Thursday, May 22, 2008

Sons of Soil!

‘Kar lo duniya mutthi mein’; and Mudra for sure has an ambition to straddle the world!

Once upon Madhukar Kamath, MD & CEO, Mudraa time, Mudra was a star among stars. In a MNC dominated world, it proudly wore Indianness on its sleeve and demonstrated high levels of excellence. Today, every nook and cranny of Mudra’s office in Lower Parel in Mumbai, speaks volumes about that golden period. Those days maybe over, but the spirit lives on...

The year was 1976 when A.G. Krishnamurthy joined Reliance Industries as an Advertising Manager. Four years down the line, AGK (as he’s popularly known now) went to the Late Dhirubhai Ambani with the proposal of starting their own advertising agency. In his true entrepreneurial spirit, Ambani jumped at the idea. He gave him Rs.35,000 a locker along with its key and asked him to create the best textile advertising in the country. Mudra was born!

It startedOnly Vimal with only one client, Vimal in a 500 sq. ft. office in Ahmedabad. Soon other clients followed, Rasna, Nelco, McDonald’s, et al. Those were heydays and there was path-breaking advertising, ‘Only Vimal’, ‘I Love You Rasna’, ‘Humko Binnie’s Mangta’, to name just a few. Mudra gave the industry its many ‘firsts’ (first ever double-spread colour ads, first advertising institute MICA and many more). Within a short span of nine years, Mudra became the No.1 agency in the country.

The country’s first in-house agency that started with only one client, today boasts of an eclectic mix of Indian and MNC clients. Madhukar Kamath, MD & CEO, Mudra (he took over after AGK retired in 2003) explains, “In the multinational space we have clients like Philips, Johnson & Johnson (J&J), Unilever, and among Indian brands there’s Godrej, LIC, Big Bazaar, SBI, HPCL, R-ADAG, Air India, Madura Garments, et al.”

Today, Mudra might have lost its identity as a trailblazer, but in this age, when MNC agencies have gobbled up almost all big agencies of the country, it holds its head high as being only aligned with a global network (Omnicom’s DDB has a 10% stake in it) and retaining its name that is still very Indian.

If global alignments were the need of the hour, so was providing complete communication solutions to its clients. In 2005, Mudra launched Tribal DDB Worldwide to offer interactive solutions. Talking about Mudra’s sister concerns, Madhukar says, “We charted a path and metamorphosed the agency into a complete communication solution provider. We created Canvas Communications that is based in Ahmedabad and Interact Vision that handles smaller businesses. There is DDB Mudra here, which handles the J&J account.” Apart from these, Mudra, which is now over Rs.10 billion, has its media arm – OMS (Optimum Media Solutions) and a focussed communications services wing that has units like Rapp Collins India (direct response), Kidstuff Promos & Events (promotional marketing services), Primesite (outdoor) and Mudra Health & Lifestyle.

The year 2003 saw the launch of the very successful campaign for Reliance Infocomm (Kar lo duniya mutthi mein). Madhukar recalls the work done on Godrej Hair Dye, where the task at hand was to expand the market. He’s also extremely proud of the work done on SBI Debit Card last year, where the challenge was to create awareness. The outcome was an astonishing idea of welcoming the customer to a cashless world.

Vimal had an untimely death (though it is being revived now) and spunkier drinks have overshadowed the little girl who said, ‘I Love You Rasna’. Just like these brands, Mudra too has been overshadowed by the O&Ms and the Lowes. But, doesn’t it take guts to not give in to the many charms of an MNC and continuously fight tooth and nail to remain in the top ten? Yes, it does!

Edit Bureau: R. Prasad

For Complete
IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....
IIPM - Admission Procedure
Why Study Abroad When IIPM Gives You 3 global Advantages!
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

Friday, May 02, 2008

Driving into the ‘Year of India’!


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Peter Kronschnabel, President, BMW India, has stepped up the accelerator. And he has no intention of applying the brakes...

For decades, car aficionados globally have been irresistibly drawn to the panache, grandeur and sophistication that Bayerische Motoren Werke (in German) or Bavarian Motor Works (in English) represents. Confused? Well, the cars go by the popular sobriquet of BMW. Guess that resolves any question marks that mar your thinking. The auto-maker not just stands testimony to German engineering and sophistication (like Mercedes Benz does), but has surpassed that finishing line to become the answer for thousands who seek both elegance and performance. The last few months have been good for the world’s largest maker of premium cars; BMW’s US sales rose by 8.7%, while its global sales rose by 3% on the back of burgeoning demand for its 3-series convertible.

So, the last frontier really left for the German auto maker was to conquer the booming Indian auto market and over the last year, it focused on doing precisely that. BMW dashed ahead to first establish a sales subsidiary in Gurgaon last year, followed by a state of the art assembly plant for BMW 3 and 5 series (with an initial investment of Rs1 billion), which began operation in Chennai earlier this year. A booming economy (it grew at 9.4% in 2006-07), rising affluence and increasing demand for luxury cars (in 2005-06, 27,529 units were sold, whereas in 2006-07, a staggering 40,964 units were sold – a growth of almost 50%), are only a few reasons attributable to BMW worldwide declaring 2007 as its ‘Year of India’.

And this was the first thing affirmed by Peter Kronschnabel, President, BMW India, when he sat down for tête-à-tête with 4Ps B&M. Here to lead the ‘2007–Year of India– for BMW’ declaration made by his global CEO, Kronschnabel is quite optimistic about the unfolding scenario in Indian luxury car segment. “India has a strategic importance at BMW. The top end luxury car market in India is small, but it is growing at a brisk pace. It was 3,000 units last year and it is expected to become a 10,000 unit segment by 2010 – almost triple,” he opines. Small wonder that despite the low volumes in production and sales presently, the company is bullish about its future prospects here.

Born in Villingen, Germany in 1966, Kronschnabel began his association with BMW in 1995 as sales and marketing intern. His persistence and diligence first earned him the rise to the level of GM– Market Development – Region - Asia Pacific, Africa and Eastern Europe, and a few months ago, he arrived as President of the luxury car company in India. And Kronschnabel says that the vision of BMW in India is to be BIG! “An understanding of producing and retailing premium cars to the customers is very important from the entry level of the chain itself. It is a challenge, an effort to show that one can be successful in an on-going, long term process.” Having experienced different work cultures in numerous countries, the man draws out the differentiation for the indigenously Indian work culture and says. “In India, you work with well-skilled workers, motivated young people, who are at times over enthusiastic, but are able to come out with results, without having a plan in the first placel” he shares.

Since its inception in 1917, BMW has been phenomenally successful with the Mini, MG and Land Rover as its luxury mascots, with the present portfolio having model lines like the BMW 1, 3, 5, 6 and 7 Series, BMW X3, X5 and Z4, MINI (One, Cooper, Cooper S, Convertible) and the Rolls-Royce Phantom.

BMW is also seeking space for the future and is positive about launching its Mini series by 2009. Kronschnabel feels that the time is just right for its entry. The company’s Long term strategic approach in India involves launching the 5 series in June and promising exciting times ahead with launches of the X3 and X5. Even a few models from the world famous BMW Art Cars Collection will drive into India later this year. They hope to sell 1,200 units by year-end.

Kronschnabel also emphasizes on significance of launching diesel variations of BMW’s existent car models in the Indian market, which will increase and stabilize sales at a better level. The vision is to give the consumer a flexibility of choice, in the long run.

Boasting a global production network in 23 locations across 16 countries, BMW is gung-ho about the Chennai plant, and hopes that it will match the production capacity of its South Africa plant. “Nearly 50,000 cars are produced at the South African plant, set up in the 70s, of which 30,000 cars go for exports. We will try maintaining similar standards in India.”

Keen to develop a robust dealer network in India, Kronschnabel avers that BMW has even set clear and uniform standards for every dealership. “The experience with which the customers get the product and services is important and is what separates the company from its competitors,” he states. Talking of competitors, there are already quite a few in the Indian market, gearing up to spoil the BMW party, including hi-profile global brands like Mercedes, Audi, Bentley & Porsche. And as the man at the helm of BMW’s India ambitions, Kronschnabel may have tough days ahead, but surely not impossible to manage, especially when you are behind the wheels of the ultimate dream machine!

Edit bureau: Siddharth Nahata, Vantika Singh

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....
IIPM - Admission Procedure
Why Study Abroad When IIPM Gives You 3 global Advantages!
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...

Friday, April 04, 2008

That’s top class!


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The Merc C Class has a strong brand value... any surprise? NO!

HereHarish Bijoor, CEO, Harish Bijoor on the Mercedes C Class is my pure and simple definition of a brand: the brand is a thought. A thought that lives in people’s minds. Nothing more and nothing less. It took me all of a complicated set of 11 years to arrive at this definition for a brand.

The Mercedes Benz has been a brand that has lived in my psyche for as long as I remember. Possibly from a point of time I saw Dr. Zakir Hussain, an ex-President of ours drive out in a regal black Mercedes Benz at a Republic Day parade decades ago (that was as a child growing up in political Delhi!); or possibly from a host of visuals of luxury and sheer aspirational un-affordability that stared back at me for many years from pieces of advertising that had three pointed star staring at you.

The brand Mercedes Benz therefore entered my mind, lived there for all of nearly four un-affordable decades, till at the age of 40, I was actually able to buy one for myself. I bought my Merc-C Class 3 years ago. Today, I love the car for sheer driving pleasure. Even on cluttered roads of Bengalooru city, the Merc is a good drive. I also love its interiors which are sober. What’s more, I even like the audio system of the car.

Concluding, the Merc is a thought. A thought, I love driving today.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

Tuesday, March 25, 2008

Go for the ‘goal’d!


Why Study Abroad When IIPM Gives You 3 global Advantages!

Sure they are playing the game, the game of money, that is...

ThierrySure they are playing the game, the game of money, that is... Henry is the former Captain of Arsenal Football Club. The name may strike a chord only with the most ardent football aficionados; but the fact that he just got richer by $33.07 million will make anyone sit up and take notice. Yes, an outlandish 24 million euros is the sum for which he was transferred from Arsenal to Barcelona Football Club. Elsewhere, in the UK, steel tycoon L.N. Mittal is showing a keen interest in acquiring Birmingham FC. Perhaps he is inspired by Roman Abramovic, the 16th richest man on earth (Forbes), who owns English club Chelsea (having $304.37 million revenues).

Money is flowing from all directions - merchandise, sponsorships, broadcasts, memberships and gate receipts on the match day. According to Deloitte, Spanish club Real Madrid churned out a stupendous $402.43 million in revenues (excluding player transfer fees) during 2005- 06, placing it on top amongst all football clubs, followed by Barcelona with $356.85 million & Juventus with $345.97 million. The English Premier League with revenues worth 2 billion euros (2005-06) is the largest & most profitable. It is expected that revenues of the league will rise to a staggering 2.5 billion euros for the 2007-08 season.

Well, Now that’s some game!going by basic diktats of economics, more money should make better teams. But correlate the revenues earned with the outcome of UEFA Champions League, 2006- 07 & this assumption looks completely flawed. The winner this year was not among Real Madrid, FC Barcelona or Juventus, but the relatively humble AC Milan, Italy (eighth in terms of revenue earnings). Money corrupts, eh?!?!

Edit bureau: Bikram Keshari Jena

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

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http://indian-magazine.blogspot.com/
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http://dare-to-think-beyond.blogspot.com/

Thursday, March 06, 2008

Unity murdered!


ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...

Opposition gains electoral ground

Is Amin Gemayel: lost son, lost eletionsLebanon a nation-state or merely a pawn in the hands of Washington & Damascus? These questions are bound to be asked about a nation, which despite being subjected to regular wars, has refused to mature. Yes, maturity has eluded the nation divided on sectarian lines, between the Muslims and the Christians. This divide was much too visible in the recently concluded elections in Metn, Lebanon.

A rather newcomer to the game of politics, Kamil Khoury (supported by former General Michel Aoun), the Opposition candidate, was able to defeat the government backed Amin Gemayel, the former President (1982-88) & the father of slain Member of Parliament Pierre Gemayel. Amin’s party which holds Syria responsible for the murder of his son warned the Opposition during the elections that “Metn will never be a suburb of Damascus”. Retorting against the allegations of the murder and launching a frontal attack against Gemayel, Gen. Anon had said that these are “windmills of lies… “I will not call them sons of snakes, but sons of rumours & rumours are like a rootless weed. Once you pluck it out, it dies.’’ That the Opposition candidate was backed by none other than the former army commander Aoun, has irked the pro-Washington government, and the US backed Christian lobby. The question, which many Western analysts are asking is, how could a Christian (Gen. Michel) support the Hezbollah & Syria backed candidate?

It is no hidden fact that the US has been diligently trying to undermine the Syrian hold over the nation. And by trying to obliterate the Syrian impact from Lebanese psyche, the US & Israel are doing a disservice to global peace and stability. If the US continues to force a change of heart in Lebanon, merely to fulfill its own & of course, the Israeli vested interest, then all that the world will get is far greater instability & bloodbath, generating a fresh breeding ground for terrorism.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM Mumbai Parables - Stories that change life
IIPM International Student Exchange Programme
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
IIPM Economy Review
IIPM :- Cicero's Challenge is going global
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Time for Awards at IIPM