He studied architecture. But ended up ‘architecting’ the most powerful creative pieces. The man himself, Abhinay Deo, Director, Ramesh Deo Production, discloses the turning points of his life to 4Ps B&M...

Milieu: I studied architecture and even worked as an architect for a few years. But then, I quit architecture to work in Ogilvy & Mather’s film division, where I learned the ropes; and after a 5-year stint, I was invited by Highlight Films to join as an ad film director.

Brainwave: With both my parents being veteran Marathi producers, directors and actors (Ramesh Deo and Seema Deo), I guess I was drawn towards movies from a very early age. Moreover, my father’s production house – Ramesh Deo Production Pvt Ltd – was one of the pioneers in ad film production; it made ads for DD back in those days.

Turning point: In 2000, I decided that it was best to take the experience gained till then and apply it to my family enterprise since the infrastructure was already there.

Initial hiccups: Although agencies knew me and my work, there was a fair share of skeptics, who questioned our ability to see a project through.

Claim to fame: Without any doubt, it’s the Nike ad. We were under tremendous pressure to deliver a world-class product as Nike usually never worked with agencies outside the US. But our work talked for us and we ended up winning a lot of awards that year for the same commercial.

Major Clients: Over the last few months, we have been doing a lot of work for Hindustan Unilever (HUL) and J W Thompson and their clients like Pepsico and Airtel.

Awards & recognition: We have won awards at the London Film Festival, ABBY awards, RAPA awards, Stevie International Business Award (New York), Apollo Awards (Singapore). Our NAB public service film was a finalist at the Cannes in 2002.


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website


---------------------------------------------------------------------------------------------------------------------------------------------------------
 
 
Picture

---------------------------------------------------------------------------------------------------------------------------------------------------------
 
 
Maruti Suzuki has been the captain of the Indian passenger car industry for years now. Shashank Srivastava, CGM – Marketing, Maruti Suzuki shares the experience and the way forward

The company has been able to retain its market share even after intense competition in the marketplace. Luck or hardwork? What has been the marketing journey of Maruti Suzuki in the Indian market over the years?
Maruti Suzuki has been able to retain and even grow its market share despite intense competition due to a combination of factors – Products that meet customer requirements, good value, great brand image and extensive distribution network.

The competition in the industry really began in 1996 with Daewoo, followed a few years later by Tata and Hyundai. The nature of the market and the consumer requirements itself have changed dramatically and we are happy that we have been able to identify these trends correctly.

The company recently clocked a figure of one million units in a fiscal. How important has been the role of marketing in achieving this landmark?
One million units in a fiscal is a landmark event and could not have been possible without the active cooperation and teamwork of all verticals. Of course, marketing has a very important role in this. I believe that if consumer trends are identified correctly, products are made accordingly and brands are built properly then sales will follow naturally and easily. In the last fiscal we launched 4 new products: Ritz, Estilo, Grand Vitara and the Eeco. Also, the introduction of K-Series engines has also helped us immensely.

Maruti attempted to transform its image from a people’s carmaker to a more technologically ahead automaker over the years. Do you believe that the company has been able to achieve its target?
As India has progressed economically, naturally the consumer preferences have also evolved both demographically and psychographically. Moreover, there have been major shifts in the market. If you compare the consumer to the older times, the Indian consumer today is younger and more demanding. He is expecting not only value for money and reliability but also recognition and aspiration from the product. Maruti Suzuki has been carefully building its image with these changes in mind. This is even reflected in our Product line-up such as the Swift, Dzire, SX4, Ritz, A-star et al and also the nature of our communication in the Media. We have, I believe, succeeded in conveying this message to a great extent. But there is still a long way to go! Technology is changing rapidly and competition is likely to grow fiercer. We cannot rest.


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website


---------------------------------------------------------------------------------------------------------------------------------------------------------
 
 
India of the early 1980s was well represented in the advertising campaign, “Buland Bharat ki Buland Tasveer” by Bajaj; an era where the scooter was symbolic of Indian middle class aspirations. A car, meanwhile was for the rest of the world. Hero Honda and Maruti Suzuki came, saw and transformed this landscape and made middle class Indians see beyond. They even ensured that incumbents either followed their rules or went off road. In this historic analysis, 4Ps B&M goes deep into the growth of Hero Honda and Maruti, and draws parallels between the two iconic brands, with exclusive and live interviews from the various management levels of both these organisations

We often dedicate India’s current levels of prosperity to the glorious 1990s; but the decade of ‘80s is what is considered as the period when India began turning the corner as far as its record of technological development and adoption was concerned. In itself, 1981 was a remarkable year; the year when HCL started its software export division in Chennai, Wipro started selling its computers and also the year when Infosys was born. While 1982 witnessed the launch of the ephemeral Insat 1A and the revolutionary colour television just before the Ninth Asian Games took place, the years that followed marked the launch of two of India’s topmost cult brands – the first hatchback, Maruti 800 (1983) and the first four-stroke bike Hero Honda CD 100 (1985). And this eulogy an unabashed pandering of how they succeeded.

The history, foremost. For decades, and especially during the ‘80s, those were the Premier Padminis and Ambassadors that were the ‘four wheels with motors’ Indians could ever think of. According to records, the waiting list for cars was as high as 62,000 in 1970s, much higher than the then annual production capacities of auto majors. Similarly, Bajaj’s waiting list for its legacy scooters was almost 25 times higher than that of its annual production capacity in the 1980s (Bajaj Auto once even said that it didn’t require a marketing department and was focusing only on its sales department).

Says a former senior employee of Hindustan Motors to 4Ps B&M, “Yes, the pre-Maruti era was of Ambassadors in India but the technology of Maruti 800 and the price at which the product was launched revolutionised the way the business of automotives was done in the country.” Truly, that unquestioned leadership – of the Premiers, Ambassadors, and even the Bajajs – became flimsy once Hero Honda and Maruti Suzuki entered the Indian market and changed the rules of the game. For example, when Hero Honda launched its four-stroke motorcycles for the Indian market, the consumer was used to scooters from the Bajaj stable (with the first lesson learnt on how to tilt the contraptions to one side before a kick-start). But the existing obsolete technology and complacent approach towards the lopsided supply-demand equation provided the Ludhiana-based Munjals with an upper hand. Meanwhile, Maruti was taking the four-wheeler market by storm, making a clear sweep as far as competition was concerned – in fact, competition became almost non-existent.

Clearly, the way the ‘People’s Car’ and the ‘Fill it Shut it Forget it’ bikes created history, and paved the way for a booming and self sustaining automotive industry that has gone on to become one of the largest drivers – and evidence – of economic growth, has become part of marketing folklore, more so as the duo shared a lot in common than just the decade in which they commenced operations in India. We list a few notable ones.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website


---------------------------------------------------------------------------------------------------------------------------------------------------------
 
 
With two new franchises being sold-off at world-record beating rates, Lalit Modi’s utterly raucous IPL takes leaps towards becoming the world’s largest sporting behemoth. Illogical? Yes, talk to his hand...

Three years back, owners of the noted English Premier League club paid Rs.1,511 crore to purchase Liverpool, a top name in the EPL for some years now, with stars bought for multi-million dollars like Steven Gerrard (from England), Daniel Sánchez Ayala (from Spain), Javier Mascherano (from Argentina), et al. That was considered one of the biggest deals in the world of sports. A repeat occurred in India last month, when all those present in a five-star hotel ballroom in Chennai were struck with two big surprises. Any observer in all his honest self would confess that none expected the influx of funds to reach such an unimaginable magnitude. So much so, even IPL’s Godfather Lalit Modi (“Commissioner,” if you insist) could not disguise his surprise. “This is a super duper Sunday for BCCI and IPL,” said a beaming Modi. He further admitted that he was expecting much less for each franchise and not Rs.1,702 crores and Rs.1,532 crores that the Pune team and Kochi team respectively received (a total of Rs.3,235 crores for the two). And Union Minister Shashi Tharoor’s involvement adding no less to either the hype or the valuations (Tharoor apparently doesn’t have any vested business interests in the IPL format. Lalit Modi has commented in the past, “Tharoor’s role is not that of an investor... He is a cricket enthusiast and always wanted an IPL team in his State”). In short, individually, both these teams were worth more than the famous Liverpool Football Club.

Nothing surprising there, till you realise that unlike the English club, which had well-acclaimed stars during to boast about during the bidding process, nothing was/is known about the names of the Pune and Kochi IPL players – beat that for speculation and illogic! But talking to the hand doesn’t stop there.

Even when you look at the current IPL contracts, when all the teams were first put up for sale in 2008, the eight franchises were sold for Rs.2,853 crores, much lower than what the two new teams (as a combine) fetched in this auction. According to a BCCI official, there were five bidders this time for the two new teams, namely, Sahara Adventure Sports Group, Rendezvous Sports World Ltd., VC Digital, Adani Group and Aman Vohra. Out of these five, Subrata Roy-owned Sahara bagged Pune and little known Rendezvous caught hold of Kochi. We are given to understand by insiders that the Pune franchise will most likely come out with its IPO in 2013. If you thought that was exaggeration, the BCCI official also reveals, “Already, one of the major football clubs from England has shown some interest in investing in the Pune franchise. This clearly indicates that Sahara is already looking for investors and can’t swallow a monster like an IPL franchise on its own.” If you thought you understood Sahara, then Rendezvous springs up the opposite surprise – till date, most can only guess which parties actually make up this group. We’re told by people close to the facts of the deal that Rendezvous is a consortium formed by Vivek Venugopal, Mukesh Patel, Ravi and Shailendra Gaekwad, Anchor Switches, Rosy Blue Diamond, Anchor Earth Pvt Ltd and Parinee Developers. A pure conjecture? Perhaps. But not without basis.


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website


---------------------------------------------------------------------------------------------------------------------------------------------------------