IIPM

IIPM, GURGAON

Our strategy is to grow the category. We’re already the largest radio operator in terms of revenues and, hopefully, we will become larger than AIR by the end of this year. So, we will be the single largest radio operator. Our market share in the private space will be 45-50%. But that’s just a part of the pride. The real pride will be if we could grow the category and make it a Rs.1,500-2,000 crore category. That’s going to be the single long-term objective for us.

How will you grow radio as a category?

We are working to improve the regulatory framework to ensure that multiple frequency is allowed to broadcasters and there’s release of more frequencies. Also, the Phase III is important – if the government changes the policies and encourages the launch of radio in 50-70 more towns, it will grow the category. The other thing is that if the quality of research is improved and it can become widespread, then the media buying and planning community, and the advertising one will use more radio, which will eventually drive growth. These are some of the efforts that we are making at the moment.

How will you improve the regulatory scenario in the country?

We look at working with AROI and FICCI to ensure improvements in the regulatory framework. There are 4-5 areas that have been identified by broadcasters. There’s the issue of news and current affairs not being allowed on radio. Multiple frequencies need to be allowed to players in any market. And we shouldn’t forget tradability, which implies that if a broadcaster wants to exit a business, he should be allowed to sell his shares to any buyers. There should be release of more frequency in each market. Finally, networking should be allowed, i.e. one should be able to operate a smaller station out of a big one. For example, if I have a station in Pune, and I wish to operate a new one in Sangli from the Pune one, I should be permitted to do it. This saves costs.

In 2007, why has Radio Mirchi not expanded aggressively?

We think that the viability of new stations is under doubt mainly because of several factors. That is why I mentioned that we would like to work with FICCI to clear up these factors. If that happens, we will be keen participants and look at expanding our network in another 30-40 cities.

Do you think radio can become a mainstream medium for advertisers?

Absolutely yes. When I say mainstream, I don’t mean more mainstream than TV and print, but it can easily become the third in our country. When the one lakh car comes, and if millions buy it, more people will listen to radio. When they reach home, they have 30-60 minutes to watch TV, but during the time they spend in cars (and that’s hours in many cases), they listen to radio. The commutes are going to become longer, there will be more cars on the roads, and so more time will be spent on radio. I believe that this year the industry will be around Rs.700 crore; in another 5 years, it can easily go upto Rs.2,500-3,000 crore

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Source : IIPM Editorial, 2008

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

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Tata AIG Life, a joint venture between two behemoths, seeks to provide a brand new look at life by combining pre-eminent leadership position of Tata Group (one of the most respected business conglomerates in India) and AIG’s global presence as a leading insurance and financial services giant. It has been its constant endeavour to let best global practices and presence in every product category reach Indian populace. Commenting on its strategy & philosophy, Philip Hayman, Chief Agency Officer, Tata AIG Life Insurance Co. Ltd. told 4Ps B&M, “We are diligently working towards educating the masses about life insurance and its relevance. We firmly believe that reaching out to people and educating them about the need for insurance will bear fruits in the long run. Our aim is to introduce innovative products and services to meet their needs.” The company also believes that it’s wiser to launch a need-based product rather than duplicating products already available in the market. With micro-insurance (MI) products forming over 65% of its rural offerings, the company plans to have one million MI clients over next five years. Surely, this giant is looking to tread on paths unexplored, but with promises abound.

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Source : IIPM Editorial, 2008

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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You plan to launch E24 in December 2007. What makes it different?
(smiles) E24 is a snacky, information based entertainment channel. It’s gonna be about people, Bollywood and celebrities. No! Don’t confuse it for another Zoom. In fact, I’d like to call this one a celebrity channel. It will be a keyhole to the lives of Bollywood celebrities. With E24, we will be touching a virgin market.

Would you define it as ‘Stardust on television’?
Absolutely! The Stardust/Filmfare reader is our target audience. It’s a GEC targeted at 18+ women, but with no fictionalised drama and soap operas. Our market survey shows that there is immense demand for such a channel. I mean, look at the ad world today. There are more Bollywood celebrities promoting brands, than models. Does that not say something? Not just Indians, people globally are loving Bollywood.

So why not a traditional GEC model - soaps, serials & comedy?
GECs need huge investments. Then there are already well-entrenched players in the segment. I’m not sure that being the 5th or 6th entrant will be a good strategy.

But even in the Hindi news segment, you will possibly come in as the 8th or 9th entrant?
That’s because according to TAM data, in the total TV viewership pie, the only genre that is growing is that of Hindi news channels. On the other hand, the GEC segment per se is not growing at all. In the news segment, the No. 1 player has only about 20% of the market and our strategy is to further clutter and fragment this segment, to our benefit.

Even E-24 will require a heavy dose of investment.
Beyond the existing infrastructure that we already have as a production house, we plan to invest a total of Rs.400 crores for all the channels. We are hopeful of huge synergies in distribution, marketing and ad sales for the four channels, plus we’ll share over 10-15% of our content across channels. Since we have our own platforms, we plan to market all our products innovatively, with a 360 degree approach.

A word for your competition… We have no competition!


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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
Why Study Abroad When IIPM Gives You 3 global Advantages!

Why Study Abroad When IIPM Gives You 3 global Advantages!

Now, to cross a milestone, one must at least travel a mile... right? Wrong! Not when you are dealing with the Indian stock market, where you keep running into one milestone after another, and that too  in quick succession. The newest mile stone that the NSE & BSE notched up was to announce a market-wide combined turnover crossing the Rs.1 trillion mark. The combined trading volume of cash and derivative segment touched Rs.101,186 crores or close to $26 billion on Thursday July 26, 2007. The cash segment of BSE and NSE recorded turnover of Rs.5,719 crores and Rs.15,472 crores, respectively, while F&O segment posted a record turnover of Rs. 79,995.85 crores. But then as the saying goes, it takes ages to build and minutes to destroy. The panic selling of July 27, 2007, only served to remind how volatile Indian and other emerging markets are. The selling which was primarily induced by fears of slow US growth, wiped out a massive $424 billion in market cap from major Asian markets. Japan topped with a loss of $117.53 billion, followed by Hang Seng $61.67 billion, South Korea $47.17 billion and India $39 billion.   So, what about India and its growth story? Well, that remains intact, as analysts are of the view that the sell  off was more due to global factors andhad little to do with India’s fundamentals. The above-expectation results posted by heavyweights like State Bank of India and Reliance Industries is testimony to the fact. Small wonder then that ‘corrections’ like these are being lapped up by investors (who missed the bus) to enter blue chips, which were trading at significant premium, till now! Does your cup spilleth over?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career

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IIPM - Admission Procedure


Who would understand the agony and irony of sitting pretty at number 3 better than the dragon? The People’s Republic of China is all set to surpass Germany (if all goes well, by the end of this year) and become the third largest economy in the world, after USA and Japan. So, where’s the agony, you ask? Well, here’s why Hu Jintao and team would be buried in anguish. Despite the Chinese economy growing at a mind-blowing 11.9% per annum, as opposed to USA’s tepid 3.2% and Japan’s equally insipid 2.2%; China is way below the economic superpowers in the global sweepstakes. Even Germany, which is growing at 2.7%, is yet to be overpowered by the dragon. Compared to the others (plagued by slow growth), China is growing at breakneck  speed, yet lags behind the biggies because of the historical dvantage that an America, Japan or Germany enjoy. And even as Hu Jintao writhes in misery at the inherent unfairness of it all, honchos in corporate boardrooms across the world, sit mulling a similar dilemma. Be it Motorola and Sony Ericsson in handsets; Ford, Nissan and Honda in four-wheelers; Apple and AMD in the field of information technology; across verticals, the story stands true. Market leaders and immediate followers play the one-upmanship game; while the third, fourth and fifth players, despite boasting equal or better growth rates and comparable product quality and marketing initiatives, sit on the fringes, eyeing the coveted crown.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

For more articles, Click on . Source : , 2008 An Initiative of , and ( and ).

According to Khaitan, there is a specific strategy for each brand, depending on the price segment, market, geography et al. But the major thought driver remains thinking global as he confirms, “We are country partners with Ernest & Julio Gallo – makers of the world’s largest-selling wine; Carlo Rossi and Camus, the largest family owned cognac player in the world... We also export to many countries like UAE, Africa, Malaysia, et al.” However, what disappoints him is the fact that its is so difficult to enter the developed markets like US & UK. So where next? Well, after having tied-up for a 50:50 JV with Diageo, for making most of opportunities in the Indian market, Khaitan informed that he planned to launch two more products in the brown category during 2007. Also, 2-3 more brands under the ambit of Radico is expected. It is also looking to expand its annual production capacity from 60 million to 95 million litre – one of the largest in the world.” You might’ve heard of many addicted to the glass of wine, but here’s one who’s happy to give it away... in return for fat returns to his shareholders, of course! And his mission? “To create brands which are everlasting,” says Abhishek; and we all believe him. Don’t we?


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Source : IIPM Editorial, 2008


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

Much as it was an asset, the very young troop (with average age of 23 years) guarding the Khaitan fortress and leading its attack lacks ‘precious experience’. But doesn’t he believe in a passionate team being invincible? As he says, “It’s all about imbibing that passion. Then after that, everything falls into place and achieving milestones become real easy...” When questioned about how aggressive Radico was as compared to the Mallya-led numero uno UB Group, Khaitan snapped, “I would not like to compare myself to UB Group. Our figures speak for itself. From nowhere we are the secondlargest spirits marketer today. We are a passionate company. Whenever we launch a product, we don’t chase numbers...”


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Source : IIPM Editorial, 2008


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

And where do people come in for him? Well, to that he ascertains, “I believe when you can transmit your troubled sleep to your people, your job is done. They are critical for your organisation’s survival! I believe that commitment should come from the bottom level. There should be a drive to do their best from within and not instilled from the top therefore delegation is very important when each individual feels responsible for their duties and actions...’’ This braveheart faced many challenges in taking the company’s turnover from just Rs.1.46 billion during 1998 to a mighty Rs.13.50 billion during 2007 – a blazing 824.66% growth in a decade – incredible by any standards! But does that mean that the road to riches for the braveheart was not strewn with thorns? Well, it was a road built with thorns instead! “A lot of challenges...” is how he puts it as. Having started with such a small set-up, it was a tough ask for him to exercise total control over his people to take him seriously. Then to build a team sans a brand was another mammoth ask. So they religiously and vigorously initiated the act of outsourcing.


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Source : IIPM Editorial, 2008


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