People Movements
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES • Sanjay
Menon recently joined Mudra Ahmedabad as Executive Director after completing 12 years at Grey Bangalore. He had quit Grey in February, where he was Branch Head and Regional Creative Director, South. • Anand Narsimha who was Chief Executive Officer at MASH-Madison Shopper Marketing recently has joined Bates David Enterprise, Bangalore, as Vice President (Strategy & Knowledge). Bates India CEO, Subhash Kamath remarked on Anand’s strategic competence, as his two decade long experience is likely to play a crucial role as a change agent for the company.
• Hakuhodo Percept’s CEO Bose called it quits at the agency and partnered Sangeeta Sen, Former VP, Creative, Hakuhodo Percept, and Reet Singh Ahluwalia, Chairman of Arms Group, to set up Arms Crestra,• Mohit Rampal has been appointed as the new country manager for 3Com India. Rampal will be responsible for all sales, customer and partner programmes. He has over 17 years of experience in IT networking, IT security and telecommunications.
• Rediffusion DY&R recently roped in two very well known creative heads, Sagar Mahabaleshwarkar and Ramanuj Shasrty and appointed them as Chief Creative Officers. Mahabaleshwarkar was earlier working with Ogilvy as Creative Director, while Shastry was the National Creative Director of Publicis Ambience.• Rajat Sethi, Chief Executive Officer, Wonderman India, an integrated marketing solutions company, put in his papers recently. Sethi will be replaced by Sathyanarayana who was serving as VP at Wonderman, Mumbai.
Compiled by: Priyanka RajpalFor more articles, Click on IIPM Article
Source : IIPM Editorial, 2008An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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Two 
different companies, fighting for the same contract in the same markets, without realising that all the companies are being owned by same guy – Rockefeller. Rockefeller and Standard Oil are no more but there legacy lives on. Because of the strong oil lobby, the US hasn’t sign Kyoto Protocol, as some leading oil companies are opponent to anti-global warming measures. It is because of the oil lobby, alternate energy sources find it difficult to setup shops in the US. Alternatively, the US had to, a sort of, seek polito-economic pressure to get the industry going outside the US, like the civilian nuclear deal, which calls for establishment of shops for American companies that are into alternate power generations in India. When you have the size that matters, you influence decision in the sector, you dictate prices, you dominate, you are all pervasive.
et’s meet another Rockefeller of modern times – Martin Sorrell of WPP. One of the largest communications services group of the world, WPP owns names like JWT Group Inc., Ogilvy & Mather, Young & Rubicam, the public relations firm Hill and Knowlton Inc., and information and consultancy firm, the Kantar Group. Martin Sorrell now owns more than 50% of the total advertising industry. Different firms owned by Mr. Sorrell compete for the accounts of companies – again creating pseudo competition, without making it evident to the markets that both, contracts and money are going to the same man – Sorrell. For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2007An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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Though executives at
Intel India were very buoyant about the technologies adopted by them and their future prospects, all the departments have an underlined theme of internal competition. The basic idea is which department will be the one to give the next big blockbuster contribution to Intel’s global portfolio with a revolutionary technology. As Sandeep Shah, Director of Mobility Group reveals to B&E, “There are such mission critical products out here, we want to continue the stuff we’re giving out to Intel global as it takes just one bad product to spoil it all.” Rahul Bedi puts up India’s case, arguing that few companies today have each of their business units at one location, which makes Intel India a microcosm of Intel global. He states, “We’re the largest technology company in the world, which works on extremely complex technologies, and a very large part of the complex base is developed from India. And one thing that Intel believes in is scale. Anything we do, we do it if it scales.”
Intel India has also engaged deeply into CSR. “Our primary focus of the program has and continues to be the next billion users and what we realised is that the next billion users are quite different from the first billion users,” says Rahul. Intel had launched its World Ahead Program to facilitate education initiatives all around the world. Barrett says, “Through the World Ahead Program, we remain focused on accelerating access to technology, improving education & increasing Internet connectivity.” The company also launched its rugged Classmate PC for emerging markets to promote education amongst children. Asked about Intel India’s goal for the next five years and Rahul expertly clubs the social initiatives to the corporate goals, “We have to make more and more technologically innovative products through R&D. Also, do all these things in a socially relevant manner. In the long haul, the socially relevant products derisk the business… We don’t write cheques (only). We give help in a sustainable way.” To this Sandeep adds, “We see double digit growth in India, that’s where we see the need for our presence here and make products specifically for this market.” Another common belief that runs across Intel India is that it’s not the number, but the quality of people which ultimately build a great organisation.Then there is the larger battle between the different Intel country units. Praveen elaborates how the India team has to give Intel a new innovation, just like the team at Israel gave them the dual core technology after 25 odd years. While the Indian market will be firmly on Intel’s radar no matter what, the Intel India centre faces this stiff challenge of providing a new technology on its own to the parent company, which, officials say, would be possible in another 3-4 years. Surely this ‘microcosm’ of Intel global would not want to be missing out on that target set by the parent company, which could give you an inkling of the hidden chaos that would exist behind the uneasy calm we had come across when we first entered the Intel India office that morning. It’s survival of the fittest as always, and the India team would always want to keep that in mind.
B&E edit bureau: Devdeep SinghFor Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2007An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative For More IIPM Info, Visit Below....
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Courtney to quit courting cigarettes!
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Some 
things you love just aren’t good for you, that’s why Courtney’s been told to quit her long-time habit of smoking. Apparently, after the doc discovered nodules in her throat, the 42-year-old singer was told she would have to give up singing if she continued to smoke. Along with saying good bye to cigarettes, Courtney’s also preparing to kiss away her ‘slim phase’, for she’s already expecting to gain excess baggage once she quits. Don’t worry Love, you’ll Live Through This. 
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Turm Oil
is the bigger nightmare that confronts George Bush, Manmohan Singh and Tony Blair? Is it the cascading wave of terror, with London added to the gory books of death? Or is it the spectre of oil shortages bringing the engine of economic growth to a grinding halt? The truth is: energy security and terror have become inextricably enmeshed with each other As Blair and Bush fi ght the demons of terror, Manmohan Singh needs to keep an eye on a deal that is rocking Washington: China under Hu Jintao has just upped the ante in the Great Game. China National Oil has made a $18.5 billion ‘hostile’ bid to take over Texas based Unocal; $2 billion more than what American oil giant Chevron wants to pay. Predictably, this has set the cat among the pigeons in Washington, with far right lobbies spewing venom at China’s ‘cheek’ and perfidy.
Can Singh convince Washington to let ONGC make a counter offer for Unocal that could derail the Chinese takeover bid? That premise might be fantasy; but it underscores the urgent need for India to secure its future energy security. In 2004- 05, India paid almost $20 billion more for oil imports than it did the previous year. That money could have been used to build 20,000 km of highways across India. It could have added a badly needed 20,000 megawatt of capacity to India’s power-starved sectors. In terms of sheer cash, the additional money could have meant Rs.7,000 to every Indian living below the poverty line. But that money may never come as oil prices breach the $60 a barrel barrier, ensuring that India’s dollar haemorrhage of oil imports will worsen this year, and in the years to come.For Complete IIPM Article, Click on IIPM Article
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Back to the drawing board
From 
a modest beginning in the early 1960s with the setting up of Union Carbide India Ltd., the Indian petrochemical industry remained largely insulated against global cycles. Thanks to the economic reforms which brought about delicensing & deregulation and allowed market forces to determine growth, the industry has been exposed to the global trends through lowering of tariff barriers, as a consequence of which, the Indian petrochemical manufacturers now find their profitability subject to the same cyclicality as their global counterparts.
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Source : IIPM Editorial, 2007An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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When degrees fail to fetch jobs!
somehow manage to build a strong core, the paucity of quality support staff is surely hampering their progress. The SMEs are preferred hunting grounds for their manpower requirements. While speaking to B&E, CEO of Infotech, Ankur Lal confesses the problem on somber note, “SMEs will have to really distinguish themselves from large companies. They will have to provide extra challenges and good monetary incentives to their professionals. It is also imperative to encourage them to attain higher competency level in domain skills.” However, to develop higher competency in domain skills requires staying in the company for a reasonable period of time. But the kind of frenzy that has been primarily created by shortfall in quality talent pool has spurred the mobility of professionals. Insuch a scenario it is becoming increasingly difficult to develop domain competency. So, this model is not going to work in the longer run. For Complete IIPM Article, Click on IIPM Article
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Suddenly, DLF seems to be the epicentre of all corporate activities in India. The real estate behemoth has entered 
into an agreement for floating a joint venture with Fortis Healthcare to set up hospitals all across India. Shivinder Mohan Singh, Managing Director of Fortis Healthcare has intimated that they would have the majority stake (74%) in the venture and the rest of the pie would remain with DLF. The agreement would mark DLF’s expedition in the healthcare segment. It has also tied up with USbased Prudential Insurance to sell life insurance products. All these plans come ahead of the historical IPO of the company which is all set to hit the Indian market on June 11, 2007.
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This ‘pulse’ is racing. Phew!
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It’s easy to prove the class and charisma of a bike by driving along smooth or curvy roads or even a dangerous mountainous terrain, but displaying a bike’s power by negotiating traffic on a road visibly packed with vehicles, is a rather special skill and ad stalwarts like Abhijit Avasthi, Farouk Al Joffery, Rajneesh Ramakrishnan, Samir Sojwal, Albert Pereira, Alok Kalra, et al, have emerged with flyinmg colours. The team made use of hand held cameras, making the stunts look surreal. “The reaction of the banana vendor when the bike flies overhead was real, because he was unaware of the stunt and his reactions were authentic,” offered Avasthi, while sharing shooting tit-bits.
After its 150cc and 180cc variants, Bajaj Pulsar has upped the power meter to 200cc with this one, as it takes on Hero Honda and its Karizma–a 223cc bike (see related story in marketers@war). So, the next time you want to sizzle on roads heavy with traffic, you don’t have to look far… this power packed ad has set pulses racing for a power packed ride...
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At Hershey we are very committed to making a difference at the communities where we live, work and do business...
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Small wonder that both, Richard Lenny’s impeccable leadership as well as generous benevolence have earned him laurels aplenty. He was nominated as Brandweek’s ‘Marketer of the year’ for the year 2004 and the following year saw him being ranked as one of the ’30 World’s Most Respected CEOs.’ In 2005 itself, Richard was mentioned by the Food Processing Magazine as one of the eleven most prominent personalities in the food sector. Moreover, Institutional Investor, in February 2006 had named Lenny as one of best CEOs in America (under their food category).
Even as our interaction with the 55-year-old concluded, the debonair confectionery connoisseur gave us memoirs which would remain forever, reminiscent of the sensations that each of us would have experienced at one time or the other, while relishing chocolates or confectioneries. They plainly call it sinful indulgence, but after all ‘to sin is eventually human’ and here it’s just the charming Mr. Lenny who dons the smiling devil horns. Ready for some kisses? Oops… we meant Hershey’s Kisses
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Source : IIPM Editorial, 2007
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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