UTTAR PRADESH MEDIA: The real reporters

IIPM Prof Rajita Chaudhuri: The New Age Woman

UNICEF trains children of Lalitpur to change the world

Far from newspaper offices in Lucknow, a group of children in two of the six blocks of Lalitpur is writing of issues as they see them. They belong to one of Uttar Pradesh's most backward districts where the under five mortality rate stands at 159, only 55 per cent households have access to clean drinking water, just 23.3 per cent children receive full immunization and barely 17.2 per cent of the households have access to toilets.

These are the child reporters (CRs) who have been active since 2006 in a UNICEF supported programme. It aims to use children as fact finders based on the premise that they would be more knowledgeable about local issues and as first generation literates would be looked upon with respect by both their families and villagers. And also, they can be brutally honest.

At village Jamalpur, Uma Devi Bhargava, a class six student for instance is quick to refute the village pradhan's (also called Uma Devi) contention that she undertook surprise checks of the mid-day meal. Bhargava says: 'She is lying. We are forced to eat undercooked rice which has midges and weevils rolling out. For the last one month there has been no food, but our Pradhanji is not bothered. And why have a man who does not know how to cook in the school.'

Fifty-six children of the Talbahet and Birdha blocks (32 girls, 24 boys) aged between 8 and 14, sketch, write reports and poems that are then collated into a news booklet called Balvani (voice of the children). Though the selection process of CRs is by force narrowed down as school teachers are asked to identify bright and articulate children, the writings have begun to have an impact. Thus when 12-year-old Anup Singh's sketch of a sleeping teacher in a class full of children (apparently born from his experience at his primary school in village Sunaora) published in the inaugural issue of Balvani (May-July 2006) reached the district officials, the teacher was immediately suspended.

At village Jamalpur, Madhu Raja, a student of class seven is working on a report on how school principals ask for money during enrollment. For Sonam Vishwakarma of the same village, each day is a new learning experience. 'Only yesterday I came to know that education till class 12 is free. I can now grow up to be anything. I have to pass this message to all the children in my village', she says. It was on Vishwakarma's insistence that two children from a Sahariya (tribal) hamlet approached the village headman to insist that the well in their hamlet be cleaned. 'The well was cleaned within three days and the children couldn't thank me enough', she beams.

In November 2009, at the first national convention of CRs in New Delhi, attended by 70 CRs from 14 states, seasoned media persons who came to interact with them, were stumped. Senior Hindi journalist Ram Sharan Joshi complimented them on being 'the real reporters, authentic, genuine and grass roots.'

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

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IF BJP PLAYS ITS CARDS WELL, KASHMIR COULD BE ITS BIG CHANCE TO STAGE A RETURN!

More than a year ago, I wrote a cover story in this very magazine stating, WHY NOT AZAADI FOR KASHMIR? I argued why keeping unwilling Kashmiris as a part of India was a huge drain on resources as well as on India's moral authority. Moreover, unlike all other parts of India that may also demand independence tomorrow, Kashmir has a huge and long history attached; and worldwide, when such groups have historically staked a claim for their independence, democratic nations have obliged. My article had then triggered a tremendous response – ranging for praise to virulent abuse! I still stand by my point that it is pointless to force Kashmiris to remain with India at gunpoint. This only triggers ill feeling. I have many Kashmiris and Muslims studying in my institute and even working with me. And many are also linked up with me on my Facebook account. When I at times go to their profiles and check out the material that they post, it scares the wits out of me. They are mostly openly anti-India. They write stories of all that they have gone through. They post videos that will make anyone hate India. They themselves almost hate India! And they want azaadi for Kashmir.

Digressing a little, if Facebook is any indicator of what real people of Kashmir want, that's freedom from India. When I read their posts, two things cross my mind. Firstly, are they potential terrorists? The answer is, of course not… I know a lot of them. They are educated, nice people. It’s a free nation and they speak their minds out of their personal experiences. The second thought that crosses my mind is obviously how Facebook has become an open forum to actually spread hatred; and that the Intelligence departments of India should keep a track of the communication happening there… My blood oft en boils when I read so much of open anti-India comments. And imagine I have to oft en see these people the next day walking into my office! It is surely a great test of patience and belief in democratic values for a patriotic Indian. I do try to understand their perspective too and realise their reasons for hating India. But I must add that while I can vouch for a lot of my students that they are nice people, I obviously can’t vouch for their friends. The situation now is such, that completely anti-India people are openly spreading hatred for India amongst Indian Muslims. Accept it or not, there are clear signs that a strong united community of India haters is developing, who are connected not as friends but by their hatred for India – something that was not that easy in pre-Facebook days. Anyway, I will leave it at that.

Coming back to my original topic – should we give azaadi to Kashmir? I still say, yes, of course! Keeping people dictatorially bound to a nation under gunpoint is totally meaningless and almost inhuman. But I do realise the problems that the Indian government has in hand. An azaad Kashmir must come with some pledges from whoever becomes the leader of Kashmir. A pledge to take back hundreds of thousands of Kashmiri Pandits and allow them full freedom to earn a living and practice their religion. A pledge to allow similar freedom to the Buddhists, Shias and other minority communities. And a pledge to remain a secular republic in both form and content. Of course, the question is, will those leaders be able to give such pledges? And will they be thereon willing to keep them? The truth possibly is that within 48 hours of such independence being granted, Kashmir will become a part of Pakistan and an Islamic state. Soon after, China would gain control of strategic parts of the region. And we must remember that India is the only major nation to have systematically lost national territory in the 20th century. From the Government of India's point of view, it surely cannot afford to lose more, nor can it afford to let azaad Kashmir become a playground for Islamic radicals and China.

So what does India do? That’s a tricky one to answer. But right now, all I can say is that from a political perspective, the Congress can’t take the situation lightly and keep waffling on it and let anarchy prevail. It’s actually sad to see our liberal and so-called secular intellectuals bend over backwards to be politically correct even when faced with dangers of hardline Islam. If someone from the Hindu or Christian community is a bigot, we never hesitate to denounce such an individual openly. Why do we then hesitate to denounce in the same tone, when it comes to a Muslim bigot? Why can’t we tell radical Muslims – just as we tell radical Hindus – that their ideology and vision is simply not acceptable to India? That oppressive and regressive parts of the sharia are as unacceptable as parts of the manu code of the Hindus? It's time the government took a strong stance – whatever it is – and engaged the masses to make their viewpoint logically clear to Indians at large who are finding the government weak at this point of time.

I am reminded of the days of the Shah Bano case when the Congress, having absolute majority in Parliament, was the unquestionable dominant political force and BJP was in the fringes. Post the Shah Bano case [when Congress passed the Muslim Women (Protection of Rights on Divorce) Act, 1986, overruling a Supreme Court verdict], we saw the dramatic growth of BJP from 2 seats to 85 seats to even majority as the nation in general clearly saw the government's attempt to overrule the verdict of the Supreme Court of India as an illogical appeasement of the Muslims. The current happenings can possibly give Indians a similar feel. And if the Congress doesn’t look decisive, this could be the opportunity that BJP might have been waiting for. BJP's Ram Janmabhoomi plank might be dead, but its 'non appeasement of Muslims' plank is very much alive. Masses are also getting enlightened today. They are on the same Facebook. They see the pseudo-intellectuals speak. And they know this can take a dangerous turn. They may not take much time to turn the wave during the 2014 elections, giving the Congress a nasty shock and leading to a dramatic revival of the BJP.

TIMELINE J&K

1846: Jammu and Kashmir state is created under the Treaty of Amritsar between the East India Company and Raja Gulab Singh of Jammu

1925: Maharaja Hari Singh succeeds the throne

1932: Sheikh Abdullah becomes head of 'Muslim Conference'

1939: The Muslim Conference changes its name to the National Conference and moves closer to the Indian Nationalist movement

1947: Maharaja suppresses revolt in Poonch ruthlessly

OCTOBER 27, 1948: Large numbers of raiders cross from NWFP into Kashmir. Hari Singh asks for help from India and accedes. Indian troops arrive and thrust the invaders back.

1948: Abdullah becomes Prime Minister of Kashmir. Problems ensue between him and the Maharaja. Kashmir gets a special status in the Indian Constitution.

1948: India takes the Kashmir problem to the UNSC.

1949: On 1 January, a ceasefire between Indian and Pakistani forces leaves India in control of most of the valley, as well as Jammu and Ladakh, while Pakistan gains control of part of Kashmir including what Pakistan calls "Azad" Kashmir and Northern territories.

1949: On 17 October, the Indian Constituent Assembly adopts Article 370 of the Constitution, ensuring a special status and internal autonomy for Jammu and Kashmir.

1951: First post-independence elections. Abdullah wins unopposed.

1952: Kashmir and India reach an agreement on the flag, citizenship.

1953: Abdullah is dismissed as Prime Minister and arrested. He's replaced by Bakshi Ghulam Muhammad aka 'Bakshi the Builder'

1954: Kashmir's Constituent Assembly ratifies accession to India. The customs barrier between Kashmir and India is lifted.

1957: kashmir approves its constitution. Abdullah views this as a repudiation of the commitment to a plebescite. Aug 1965: Kashmiri nationalists Amanullah Khan and Maqbool Butt form another Plebiscite Front with an armed wing called the National Liberation Front (NLF) in POK.

1974: Kashmir Accord is signed by G. Parthasarathy for Indira Gandhi and Mirza Afzal Beg for Sheikh Abdullah. The Accord retains Kashmir's special status, but the state is termed as a 'constituent unit of the Union of India'.

1976: Maqbool Butt is arrested on his return to the Valley; Amanullah Khan moves to England and NLF becomes Jammu and Kashmir liberation Front (JKLF).

1987: The Muslim United Front (MUF) against Farooq's Conference- Congress alliance. MUF manages to win just 4 seats amidst rigging. The insurgency in the valley increases in momentum from this point on.

1990: At a march of 1 million, 40 Kashmiris are killed by police firing. 350,000 Pundits leave the Kashmir valley for refugee camps in Jammu amidst threat to life.

MAY 7, 1999: The Indian Army patrols detect intruders on Kargil ridges in Kashmir. India fights to regain lost territory.

2000: Hizbul Mujahedeen declares a unilateral ceasefire for three months. India begins peace talks.
This article is sourced from PR-CANADA.net, click here to read compelete article.

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Inter-state VAT variations are proving to be the chronic ulcer for trade and commerce in the country. And the problems are visible. Will the yet to be implemented GST prove a breather? Finds out Savreen Gadhoke

This outflux of diesel buyers from Delhi has cost the petrol pumps in the capital city about Rs. 350 million in net earnings within just the first month (April 2010) of the increase in VAT. As industry sources confirm, revenues of diesel sellers have dipped by 40% in Delhi and is expected to fall further by around 80%. Understandably, the worst affected are the oil shops that lie on the border areas of the capital. A field enquiry suggests that those in areas like Ghazipur, Anand Vihar (East Delhi) and Dilshad Garden (North-East Delhi) have seen their monthly revenues fall by as much as 70%.

There is another negative spillover. The month of February 2010 saw the minimum wage levels of unskilled labour being increased by 33.5%. At a time when revenues have fallen, it becomes hard to imagine how the gas station owners can adhere to the rule of wage increase.

So do they have an answer to this bonehead play? The gas station parties believe they do ' retaliate. Adopting a demonstrative method, the Petrol Dealers Association of Delhi and NCR has announced that petrol pumps in Delhi will go on a 24-hour strike every Monday, starting May 14, 2010, so long as the VAT increase is not annulled. Till date, there have been three such day-long shut downs' on April 9, May 14 & May 24. The Association has also threatened to go on an indefinite strike from June 14, 2010, if its demands are not met.

The predicament of the gas station owners in Delhi is just one of such instances, where variable inter-state VAT is bringing about great inconvenience to trade and commerce. While these variations have negatively impacted businesses in certain states, they have also given rise to smuggling and black marketing. This defeats the intention of introducing VAT in 2005. It was conceived with a view to make accounting more transparent, to cut trade barriers, curb tax evasion and boost tax revenues. Items were classified into various categories such as essential, nonessential, luxury items with taxes ranging from 1% to 20%. VAT rates for each state is decided by the individual state governments, and this has led to non-consistency in the taxes levied on similar product categories.

Poultry is one example of how variation in VAT has affected the trade between Kerala and Tamil Nadu. Kerala has depended on Tamil Nadu for poultry supply, for decades. There was no state tax applicable on poultry till Kerala agreed to the VAT regime. Thereafter, consumers buying poultry had to pay 12.5% more on the purchase of poultry in Kerala, while the commodity was kept free of VAT in Tamil Nadu. The effect ' during 2004, around two million live birds were transported from Tamil Nadu to Kerala, post-VAT, the trade almost came to a halt. This gave rise to smuggling of live birds from Tamil Nadu into Kerala to bypass VAT and earn that 12.5% on bottomlines by the traders. The act has become so severe and organised now that even after the strengthening of check posts on borders by the Kerala government, smuggling continues through parallel roads and country routes. Kerala's coconut farmers also faced troubles when the state government levied 12.5% VAT on copra and other coconut products. Subsequently, the government was forced to waive-off the tax to support exports to Tamil Nadu. While TN levies a VAT of 12.5% on automobiles, marbles, tiles, refrigerators, ACs and timber, the state of Puducherry charges just 4%. So why would you buy your next car or your new twin-door refrigerator in Tamil Nadu? A VAT of 12.5% is levied on silk in Karnataka, J&K and Maharashtra, while in Delhi, Punjab, Himachal Pradesh, West Bengal, Andhra Pradesh, Goa, Bihar & Uttaranchal, the tax applicable is just 4%. Tyres and tubes attract 8% VAT in Haryana, while in Delhi they attract 4%. The stark difference shows up as on as much a burger at Kentucky Fried Chicken (KFC). Delhi levies a tax of 12.5% on a KFC snack, while the hungry buyers end up shelling out 13.5% more as tax in UP! Naturally, these differences in VAT hamper sales of certain commodities in selected states. 'Traders are at a disadvantage due to variations in VAT. If any commodity is charged 12.5% somewhere and the neighbouring states charges 4%, certainly, the higher VAT state will lose. And, if that commodity is a high value product, the difference is much. So, obviously the buyer will get it from the adjoining state,' says DP Nag, Secretary, Bengal National Chamber of Commerce and Industries. The culprit ' the Constitutional right that the states have, exercising which, they can charge VAT. And this causes discrepancies in prices, despite there are friendly treaties and trade agreement between neighbouring states.

Be that as it may, VAT, which was implemented with a view to simplify the taxation structure has had negative impacts on certain businesses. However, efforts are being made by various state governments to keep the VAT rates in sync with the neighbouring states. For instance, the Chief Ministers of Delhi, Haryana and UP are soon scheduled to meet to mull over how to reduce variations in VAT levied on diesel, so as to save the aggrieved diesel retailing lot of Delhi. But the truth is: despite efforts on the part of the state machineries, uniform tax remains the only working hypothesis. There is some hope with the Ministry of Finance's target of implementing Goods & Services Tax (GST) by 2011, which will impose uniform tax rates at a national level. But as market experts believe, it seems a far-fetched dream for now. 'At this juncture, no state can be tamed. The GST regime is showing some hope, but the road to that is not as easy as we have a Quasi-Federal Constitution. Under this, states enjoy some autonomy, particularly in List II, where states enjoy full rights to tax as per their whims. Will any state want to lose that autonomy,' questions Ramendra Nath Ganguly, former Assistant Commissioner ' Sales Tax, Ministry of Finance.

A uniform GST is a dream. The asymmetrical VAT is reality. Simply said, the answer lies in market economics, and only the simple Marshallian Law of Demand and Supply can perhaps wipe off what the traders hate for now.

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

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Sound of music

Prof Rajita Chaudhuri on 'THEY ARE COMING TO GET YOU – NOT ALIENS SILLY'

The multi-faceted and free-spirited Sophie Choudry returns with an album of original tracks, and a brand new channel on YouTube. Aakriti Bhardwaj in conversation with the remix queen of India

Sound of music You have studied at the esteemed Sciences Po Paris and LSE. How did a career in veejaying and music happen?

I was a very good student, I got four A's for my O level. At the same time I was determined to become an actor. Whilst I was studying, Biddu, who is my mentor and guide, launched me in a girl band Sansara and that's when we first came to India for work and did the videos for Yeh dil sun raha hai. It became really popular but like most girl bands we couldn't stand each other! Then I went back to complete my graduation.

With your latest album Sound of Sophie, are you sort of returning the favour to Biddu?

Not at all! Biddu is the man who launched me, I did my first two albums with him, he's the reason I moved to India. It was Biddu who said, "Kid, you need to move to India for one year and see what happens if you are serious about this." In one year, I became a VJ; Babu chhail chhabila happened. He has done me a favour in Sound of Sophie as he's completely retired from music and the last song he composed was If I can't have you for my album.

Of your various pursuits ' music, dancing, acting, modelling, anchoring ' which one is closest to your heart?

It is really hard to say. Veejaying was wonderful; it made me a household name. Acting is exciting; you wake up being someone different all the time. Singing is really the extension of who I am. That is where I creatively express who I am. I think singing gives me a three dimensional way of enjoying it: one, for the music; two, my music videos are like mini movies and I get to fulfil my fantasies in there, and three, for my live performances where I instantly reach out to my audience. Has there been a conscious effort to steer clear of remixes?

The reason I had to produce this album is because I did not want to do any remixes. When I did Ek Pardesi, it was so big that I don't think I'll be able to repeat that kind of success. I really think that phase is really done with. Today, film songs are becoming remixes. 'Aa Dekhen Zara' did a remix. If the film people are doing remixes then I don't think pop artists need to do it; pop artists need to create something original.

You are the first in India to be signed by YouTube to launch an official celebrity channel. How do you feel about it?

I am having a ball with the channel. I have got all these subscribers and I have got thousands and thousands of 'views'! I have only been active on it for a month but my video uploads have already had 200,000 hits. I am considering breaking my second video on YouTube exclusively.

Tell us about your forthcoming film Alibaug.

I'm grateful to Sanjay Gupta for giving me such a beautiful role. I play a girl called Nisha, and everybody feels that her life will turn out to be perfect ' she marries her college sweetheart ' but ends up going through a divorce. She transforms into 'real' woman ' strong and independent. She is a practicing psychiatrist whose own life is pretty complicated but she handles it with a lot of grace.

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Source : IIPM Editorial, 2010.

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

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SOCIETY: Mega Sporting Events, Poor Sporting Spirit!

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Sporting events come heavily on the marginalised population

The upcoming FIFA World cup 2010 in South Africa is seen as a major breakthrough in sporting history. Not only because it’s after a long struggle that an African nation succeeded in grabbing the opportunity of hosting such a mega sporting event, but also as it is expected to refurbish South Africa’s economy. Amidst South Africa’s preparation to make this event a major success, the poorest citizens of the country are being largely neglected. In order to bring up world standard stadiums, the government has ordered massive eviction. In simple words, to make space for stadium and games infrastructure, the South African government has evicted low income housing areas and informal traders. More than 70,000 workers employed on World Cup projects have raised their voices for better wages and conditions. In contrast to 500,000 jobs promises, only 22,000 jobs have been created with occupational health and safety survey giving negative rating to 52 per cent of World Cup construction sites.

The construction of N2 Gateway housing project (construction of rental housing for the 2010 World Cup) led to the removal of over 20,000 residents from the Joe Slovo settlement. The government has also came up with the Elimination & Prevention of Re-Emergence of Slums Act to eliminate slums and put homeless shack dwellers in transit camps during the games. Without any apprehension, this mega sporting event would not only will help the country to upgrade their infrastructure but would also help them tap economic gains. But then, the major pie of the profit will eventually go to big business houses and to FIFA.

This is not for the first time that a mega sporting event would create major hurdles for the underprivileged population of the nation. During 1988 Olympic Games, more than 15 per cent of the population of Seoul, Republic of Korea, was evicted and 48,000 buildings were reduced to ruins to accommodate game’s infrastructure. Similarly in 1996 Olympic, around 1,500 social housing units for the poor were destroyed in Atlanta, in 1992 in Barcelona, 200 families were evicted, in Beijing mass evictions were executed, 6000 were made homeless in Sydney in the run-up to the Olympics and similar eviction is predicted to happen in Rio de Janeiro for the 2016 Olympic Games.

Besides direct impact such as mass eviction and trade bans, indirect displacement due to gentrification and escalating housing costs can also be led to social crisis. After Olympics, prices of houses rose by 28 per cent in Seoul, by 131 per cent in Barcelona, by 500 per cent in Sydney — to name a few incidents. Many governments went to an extent of criminalising the homeless and marginalised pockets of populations. In Seoul, local authorities created a list of places where homeless people were banned and in Atlanta, homelessness was made illegal. Recently, to address such inhuman issue and rush to the rescue of marganised people, the UN has asked the games organiser to properly scrutinise the host cities and introduce housing provisions in hosting agreements. These nations and host countries should learn from their counterparts like Los Angeles, who uplifted the local economy and permanent housing and an Olympic village.

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Source : IIPM Editorial, 2010.

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

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LET YOUR HARD WORK SPEAK FOR YOU

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How would you market an NGO? Do celebrities matter for them? How does an NGO break through the clutter? 4Ps B&M chats up with a practitioner and an expert

Who are your major fund providers and how challenging is it for you to market a social cause to them?
Our major fund providers are foundations and trusts. It is really difficult for us to market ourselves as we look after people who are at the end of their lives. In fact, our break through occurs only when people, who have a cancer patient at home, personally experience palliative care/hospice services and realise how valuable they are.

Many corporates have their own CSR programmes? What is it that further motivates them to invest in social sector through NGOs? How do you convince them?
I think the best way to convince them is to show them your work. We invite our potential donors to visit our Day Care and Home Care programmes and give them the first hand experience of what we are actually doing. Often people in corporate world are also looking for volunteer opportunities – to be able to do some thing that is hands on. Further, those who have experienced cancer in their personal lives are highly motivated to give back.

What role does branding and advertising play in your fund raising strategy?
Branding and advertising do not play much of a role unless one finds a sponsor. Further, as it’s an expensive exercise therefore we rather like to spend every single paisa on our programmes. Fundraising events, such as our annual walk-a-thon, ‘Walk for Life’, are ways in which we ensure our visibility. We also celebrate World Hospice Day.

What strategies do you adopt to break through the clutter and ensure that people and authorities notice your efforts?
This is very difficult as we do not have the funds nor do we wish to allocate funds for advertising our brand. Our work and the transparency of our functioning speak for us. Information about us is generally conveyed by word of mouth by our beneficiaries, through our volunteers and friends who are associated with us and via our publications.

There are several celebrities that can be seen associated, both directly and indirectly, with some or the other NGO? Do such associations really make your job easier?
Our experience with celebrities has been limited to our events. We have found that it requires a great deal of investment, both in terms of time and effort on our part, which could be used with greater results elsewhere. However, the sad truth is that the media is more likely to highlight the event if a celebrity is attending it.

How important is transparency when it comes to operations?
For us this is the most important area. Therefore we have an active managing committee, a functioning executive committee and SOPs for all our activities and programmes. In fact, there is a monitoring process in place for all our programmes and activities.

What are the important changes required, both in terms of policy & operations, to ensure that the social sector bears fruits in the long run?
The government must accept its responsibility of being the spearhead for bringing about social change. Organisations like ours, with limited means and capacities, should be used judiciously. We can serve as replicable models, provide training, fill gaps in delivery of specific services temporarily as well as monitor the implementation of programmes at the ground level. It is also important to make us part of the policy process so that we can share our operational experiences as providers and consumers. This feedback will make for more effective policy making at the government level.

Harmala Gupta is the Founder-President of CanSupport, a Delhi-based NGO that works for cancer patients

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).

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A multi-billion dollar question – does the Indian consumer really care about the ‘brand value’ of the four wheeler the family so desires?

Brand valuation experts Millward Brown was quick to make its claim in a report titled, “Brand-driven shareholder value creation’ which proved empirically how “Brands with greater market presence and a superior ability to convert customers from brand awareness to strong relationships significantly outperform the market, producing annual average total shareholder returns of 10% to 20% in the period 1998 to 2006. In comparison, the market on average yielded a mere 4% return to shareholders annually.” A paper by McKinsey & Company titled, ‘The New Rules of Branding’ also proves how “companies with strong brands have shareholder returns of 1.9 points more than their industries’ average.” This was doubled up by another McKinsey product titled, ‘The Power of Brand Delivery’, that interestingly put forward its proposal of an emotional connect. “Strong brands create value for shareholders by building emotional bonds with customers,” is what it claims. But who better to talk about emotional bonding and emotional attachment than the Indian consumers. It is therefore surprising then that the global automakers’ claims of great intangible brand value score low on Indian frontiers when it comes to performance in the market. Value-for-money is what the Indian middle-class consumer generally looks out for in everyday consumption, from the time she makes her choice of detergent to choosing the ‘right’ kind of four-wheeler. The Maruti 800s, the Altos, the Zens, the i10s, the Swifts, the Santros, the Indicas – these are of the ilk that made great headway into the Indian market, having sold millions of units till date. But ask an ordinary consumer what characteristic he associates with these abovementioned brands between being ‘performance-based’ and ‘goodwill-based’, and the answer would be nothing but the obvious – these are value-for-money performers and not brands which command billion dollar goodwill in the market (compare them to the BMWs, the Audis, the Mercs and the Land Rovers and you’d understand our point here)!

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Source : IIPM Editorial, 2010.

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

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Global players are not a threat to us, due to our USP of giving Indianised food”

Nishant Arora, Head Food Division, Kohinoor Foods Ltd

Do you think the coming of foreign competitors is a threat for you?
I don’t think so because our USP is ‘Indianized’ menu and we provide convenience food which requires Indian expertise and can be provided only by Indian players.

Do we miss out big on positioning?
I can’t comment on other players, but in Kohinoor Foods, our focus or positioning has been very clear. We offer hygienic and convenient Indian food, which no other players offer. Positioning is very important in any industry and this industry is no exception.

You are promoting the Kohinoor Foods brand in USA. Any bottlenecks?
When it comes to attracting Indians in the US, we didn’t have to face any bottlenecks; but when it comes to attracting non-Indian consumers, you need to focus on many things – like the hygiene condition during the preparation of food and details in packaging.

The future of the convenience food industry would be...
There would be more and more brands emerging in the Indian convenience food market and a majority of these would be from the retail companies.

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Source : IIPM Editorial, 2010.

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

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Why Ford loves the ‘licensing‘ game in India

Ford Motor Company is one name that counts amongst the top believers in the power of brand licensing. Mark Bentley on the how, why and what of Ford’s licensing program

Licensing has played an important role in Ford Motor Company’s marketing mix for nearly 20 years now. Established in 1991, the Ford Global Brand Licensing program has grown from two dozen companies to over 350 licensees worldwide in 2009. Annual retail sales of Ford licensed products were recently projected at over $1.5 billion. Our key partners include Mattel, Fisher-Price, Aramis, Electronic Arts, Microsoft, Sony and Franklin Mint. The “3 Ps” form the foundation stone of Ford’s licensing program. In order of importance, the team focuses on the following basic rules: 1) Protect the brand; 2) Promote the brand; and 3) Produce revenues.

It is no small task to protect an iconic, 106-year-old company’s trademarks. Ford and its agency partner, The Beanstalk Group, work hard to ensure that the company’s intellectual assets are being used properly. Key trademarks such as the Ford Blue Oval, Ford Mustang, Model-T, Ford Thunderbird, Ford Racing and “Built Ford Tough” trucks are constantly monitored in the marketplace. If necessary, Ford takes additional steps through its brand protection and legal teams to settle trademark infringement matters.

Ford leverages licensing as a platform to create additional brand exposure. Licensees indirectly promote Ford brands by creating millions of additional brand impressions and consumer touch points. For example, over 150 licensed toy and videogame companies annually produce Ford products allowing consumers of all ages to experience the brand in ways that reach far beyond traditional advertising.

Consumers also indirectly advertise corporate trademarks by wearing Ford brands on their apparel. Ultimately, positive brand exposure may lead to the purchase of actual Ford cars and trucks.

Finally, licensing unlocks brand equity by allowing the company to receive a steady stream of royalty revenue. Ford creates brand value and consumer goodwill by annually spending billions in marketing and advertising. Inspirational designs and high quality products also contribute greatly to the company’s success. The licensing team is responsible for leveraging these marketing and design efforts by extending the brand into many categories including die-cast vehicles, videogames, apparel, technical publications, gifts and vehicle accessories.

Ford Global Brand Licensing plans to replicate its licensing successes far beyond its core North American market. In 2009, foundations were laid in India, China and Latin America. Although licensing is still in its infancy in many emerging markets, Ford is poised to capitalise on future global growth in the sector.

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Source : IIPM Editorial, 2010.

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

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TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

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Smartphones at smart prices...

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Sony ericsson has recently launched three new slick phones namely Satio, Aino and Yari that the company is touting as “smarter phones.” It’s noteworthy that Sony Ericsson, which was at the fourth spot in the Indian handset market in 2008, had come under extreme pressure all through 2009 as it lost a considerable market share in the mid- and high-end category to Korean rivals like Samsung and LG. The growing popularity of their affordable touch screen phones were the major cause of worry for Sony Ericsson. However, now with the launch of these phones, the company plans to come back in action. Anil Sethi, President, Sony Ericsson says, “In today’s market place, the definition of a smartphone is getting increasingly fuzzy as people want their phones to enable them to do it all at the same time. And with the help of these three phones, we expect that the consumer would be able to do all and help us in writing a new chapter for Sony Ericsson in India and strengthen its position as an aspirational and an irresistible brand.” Indeed Satio, Aino and Yari come loaded with all possible features. However, the key to succeed in the Indian market lies not just in loading in features but also in getting the pricing right. Unfortunately, it seems that Sony Ericsson has not learnt the art of pricing its products as was evident in the case of its earlier flop show Xperia X1. On the other hand, Samsung (Star, Corby) and LG (Cookie, Arena) have launched pocket-friendly smart phones, which reflects in the huge sales of their offerings. If Sony Ericsson does not want to repeat history, it will have to re-look at its pricing strategy and price its smartphones smartly.

Surbhi Chawla

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Source : IIPM Editorial, 2010.

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

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TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

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You wanna test my confidence?!

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Indo-US Civilian Nuclear Agreement
The Nuke Deal, on one hand, overturned decades of India’s nuclear apartheid, significantly enhancing India’s global brand image, and on the other, made heroes of PM Manmohan Singh & UPA Chairperson Sonia Gandhi within India, adding oodles to their political charisma and clout. Uncle Sam’s one-time exception for India to keep its nuclear weapons (without signing the Non-Proliferation Treaty), overnight gave credence to India’s positioning from a slumbering elephant to the hungry tiger. In one fell swoop, years of mutual suspicion & distrust between the world’s largest and oldest democracies were swept away. On the flip side, the deal encouraged India’s blinkered Left Front to withdraw support from the incumbent UPA government, but the UPA’s unquestionable win in the subsequent Election went a long way in underlining the positive brand aura of the Civilian Nuclear Agreement. As for our economist turned politician PM, he’s still getting used to the Yankee ‘you’re with us or against us’ ideology!

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Source : IIPM Editorial, 2010.

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

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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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The movers...

IIPM: An intriguing story of growth and envy

• Reliance Big Pictures, the motion pictures arm of Reliance Big Entertainment has roped in Sanjeev Lamba as its CEO. Prior to this, Lamba was the COO of Zee Motion Pictures. An industry veteran, Lamba brings with him 25 years experience in advertising, consumer products licensing, movies, video games, et al. Lamba has been previously associated with companies like Ogilvy & Mather, Walt Disney and Weinstein.

•Anil Srivatsa, ex-COO of India Today Group-owned radio, Meow FM, is all set to join Kings XI Punjab, the IPL team jointly owned by Preity Zinta and Ness Wadia as its CEO. After having started as a RJ, Srivatsa tried his hands at different verticals of television including production and management, besides DTH and IPTV. At Kings XI Punjab, Srivatsa will take control of the management of the company and revenues.

•Ending her stint with Dentsu Communications, Vijaya Sriram has joined Bates 141 as VP, Chennai branch. Sriram has an experience of 18 years and has worked with agencies like RK Swamy BBDO and JWT and handled accounts of P&G, Aircel, MRF, et al.

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Source : IIPM Editorial, 2010.

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

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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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Redemption for the titans!

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Its campaign – Diwali hogi cup wali, rightfully mixes the two biggest celebrated events in the country – Diwali and cricket. The campaign includes television commercials (of varying durations), as well as strategic tie-ups with news channels, radio stations and coffee houses to reach viewers. In fact, after India crashed out early from the T20 tournament, the channel had to ensure that the value of the channel was not eroded. “The efforts went in consoling the viewer that a lot more cricket is coming up and hence we felt a serious need for aggressive marketing,” avers Dayani. When it comes to aggressive marketing, 2009 is being considered a watershed year for ESS; but as Dayani claims, ESS had not been dormant even last year.

“We made huge investments last year also. As far as investments during 2009 is concerned, the efforts are on to make the Champions League a unique property in itself,” claims Dayani. In September last year, ESS had paid $975 million for commercial rights of the T20 Champions League for 10 years – the most expensive deal in the history of the channel. But can it become as big as the IPL, especially considering that the club format has never been tried before in cricket atleast? There is a debate brewing there, but many experts opine that it will take a season or two to reach the IPL platform. “After watching tournaments like IPL and T20 World Cup, people can easily relate to the format. However, it may take some time to get familiar with the international club team format that is not known to the sport. But we are confident that it has the potential to become a unique cricket property for us,” forecasts an optimistic Dayani. While that was the sentiment about the modern shorter version of the game, surprisingly, ESS continues its bullish approach to the 50-over format as well. And this is despite the fact that the recently ended Champions Trophy (which was a 50-over format) wasn’t able to garner as high TRPs as the recently concluded T20 tournament did. Experts also believe that increasing competition from channels like SET Max (which owns rights for IPL) and Neo Sports have been a party spoiler for ESS. Then there is an added threat from BCCI, which plans to launch its captive sports channel. But Dayani chooses to differ as he notes, “Competition is always good for the industry, as it makes you proactive.” And the worries seem to fade further with ESS’ plan to launch a round-the clock sports news channel. So for now, with little differentiation in content, the only salvation for the sports channel gods is marketing, in other words, advertise shamelessly! Remember, it’s always the last over in a competitive market!

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Source : IIPM Editorial, 2010.

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

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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
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Burning the tracks, in time!

IIPM 3-year full-time Integrated (MBA BBA) Programme

Then the growth story was jolted to a halt; the smooth run fast becoming a tale of the past. Reason? Although the brand won great recognition amongst youngsters, the price was found to be a significant dampener as research proved how the target group, which consisted of college students could not yet afford this brand. Added to this was its eccentric act to extend its reach from the early jobbers to executive segment. Result – a decline in annual sales by Rs.23 crore for the year ended 2003. The group needed cushion there, to ease the heartache and bounce back. A consumer research followed, which advocated how mobiles/deodorants and sunglasses were the most popular accessories in the purchase list of youngsters. The next cash cow for Fastrack was born in the form of sunglasses. The product fit the bill perfectly as there was no Indian brand presence in this category and Ray-Ban served a relatively premium segment. So as a brand extension strategy, Fastrack ventured into the sunglasses category and again with its time-honoured strategy of economical pricing, it stole the show from unbranded players in this category.

In 2005, the brand went for another repositioning exercise with a new logo. Supported by a new campaign – ‘How many do you have?’, the brand sales increased by Rs.35 crore during 2007. That was another fresh start. Through massive product proliferation & innovative pricing strategy, Fastrack succeeded in maintaining an average y-o-y growth of 30% and has thus become the fastest growing brand under the Titan umbrella in the past four years. With an annual turnover of Rs.300 crore for FY2008-09 and an annual sales of 1.5 million watches, Fastrack is mulling over plans to clock a turnover of Rs.500 crore by FY2011-12; the brand focus shifting from being just a ‘watch’ brand to an ‘accessory’ brand.

So, what is Fastrack exactly doing to facilitate this shift in brand focus? Starting from brand new launches (like bags, wallets and belts) to venturing into new areas (like sports shoes), Fastrack has big plans. “Our mission is to completely envelope the new Indian youth,” announces a beaming Simeran Bhasin, Marketing Head, Fastrack & New Brands.

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Source : IIPM Editorial, 2010.

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

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“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
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“We are doing a lot of BTL activities around the workshop areas.”

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It’s the approach that matters. More so, it’s all about customer interactions when it comes to becoming an auto-service bigwig. A 4Ps B&M exclusive...

4Ps B&M: Two months since you launched Carnation. What’s the distance covered?
JK: By the end of June 2009, we had started operations in nine locations. The 10th came in July. Overall, our rollout has been quite decent, though some people call it aggressive. We are planning to open another 20 workshops by the end of the current fiscal...

4Ps B&M: How has been the initial response in the country?
JK: Till date, we have serviced around 8000 vehicles but our motto is to sustain the initial response.

4Ps B&M: 8,000 alright; but then isn’t your model ‘similar’ to that of the authorised and local workshops?
JK: It’s our approach that is different. The equipment that we use is world-class, which makes us different from the neighborhood workshops. And our approach is to minimise the cost of ownership of a vehicle, i.e. we focus on repairing an accidental part rather than changing it with a new one, unlike the case with the authorised workshops. Our target is very different and we want to be as transparent as water in customer service.

4Ps B&M: What efforts are you making to ensure footfalls? Any great attractive deals for the consumers?
JK: We are doing a lot of BTL activities around the area where the workshop is located as it suits the current needs of the business and is economical too. Till the time the volume doesn’t build up and consumers aren’t aware of an Carnation experience, it’s of no use to offer them any form of deal or contract with the company.

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Source : IIPM Editorial, 2010.

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

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“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
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Outlook Magazine's B School Ranking Scam Exposed
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