Wednesday, July 25, 2012

Policy-BRICS: REAL NAME, VIRTUAL OPTIMISM

For Many Years Now, The BRICs have been known as a Consortium that was Predicted to Overtake The Economic might of The Developed Nations. But there are Issues which Put Doubts on The Very Viability, The Workability and The Long-Term Effectiveness of this Ambitious Bloc. 

India can learn too. Slowdown can hit it faster than expected. With many sectors in the economy already overheating, with scams and corruption plaguing the conduction of clean business, and with lack of proper infrastructure and human development facilities, the country may suddenly find itself struggling to run half as fast as it is now. It can also lose favour in the eyes of the global investors, signs of which are already showing – as per the Ministry of Commerce and Industry, the country has received only $18.35 billion in FDI in the first 11 months leading to February 2011, indicating a y-o-y fall of 25.5%. The current figure also represents the lowest ever, since FDI inflow first crossed the $15 billion mark for the first 11 months of the fiscal year in FY2006-07. So, the state of affairs in India definitely calls for immediate need of improving governance, a robust infrastructure and better provisions of human development (education, health et al). Even the long impending border issues with China need to be sorted out.

No doubt, the economic uprising of the BRICs could (and will) have unexpected negative consequences for the global environment. So, apart from boosting per capita income, the challenge for the emerging economies will be to improve social security and environment – in order to achieve a living standard comparable to that in advanced countries – as well as increase domestic consumer demand and spending in order to balance the fall in global consumption.

The idea here is not to raise doubts over the growth of the BRIC economies. However, the fact remains that the growth is more likely to occur on an individual level and not as a bloc, as the hype created around these economies suggest. The reason lies in the fact that there are no attempts to address key differences within this bloc that are likely to hamper the growth that is expected of these countries as a unit. The factor here is the absence of a strategic alliance or, for that matter, even an attempt to discuss differences between them. There is no denying that a strategic partnership between these strategically located nations, given their socio-political relevance in their regions, will be highly beneficial for the BRIC bloc. However, the absence of a willingness on the part of any of these nations to discuss and resolve aspects of security, territory et al, leaves the consortium looking like a statue which cares little about strong bilateral ties.

The BRIC economies, though on the right track, are truly far from posing any competition, leave apart being a threat to the alliance of the West. Dr. Suvrokamal Dutta, Economic and foreign policy expert comments that as for the viability of the BRIC alternative to the existing unipolar world order controlled and dominated by US, three power blocs could pose a real challenge to the existing world order, both in terms of political hegemony and economic supremacy – BRIC, IBSA (both of these are official now) and the troika consisting of India-China-Russia. “There were several secret meetings held between the foreign ministers of these three nations during the Vajpayee regime and these meetings had created ripples in Washington, which then used the Tibet issue to vitiate ties between India and China,” he says, adding that a major drawback of the forum is the lack of discussion on bilateral issues and issues of strategic, security and military concerns. It is known to all-and-one that at present, members of the bloc, discuss only economic, social and cultural issues; to have real teeth, business, strategic and military ties should be developed and discussed. While the troika proposition will take long to materialise, the need of the hour is to stop addressing BRIC as a competition or threat to the West, and address our internal and external differences as members of the bloc. The downturn has already shown the entire world what our strengths are. It is time now to work on our weaknesses and capitalise on the growth which is here to stay.

It is apparent that a strategic alliance between the member nations of the BRIC, which goes beyond commerce and trade and enters uncharted horizons, including defence – on the lines of say NATO – will not only tilt the balance of power in its favour, it will, in real terms, help them emerge an economic might. The contours of such futuristic thought-process would envisage a bipolar world, wherein the Troika and Brazil have a greater say in strategic issues pertaining to the landmass bordering Arctic Ocean, Atlantic Ocean and the Indian Ocean.

Not only this, the bloc will also benefit from India’s good economic and diplomatic ties with the Middle East nations. If Troika, or for that matter, BRIC is to see itself emerge as a mighty force at par with the present Western Alliance, it has to wake up to reality. How long can you live in a fool’s paradise?

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Source : IIPM Editorial, 2012.

An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Tuesday, July 24, 2012

They’ve finally got The Equation Right

With Sales of Nano once Again on The Rebound, current Tata Motors’ CEO Carl-Peter Forster seems to have Understood The Direct connect between Advertising and Sales in The Indian Market. But Perhaps, this is also a Great time to Re-‘Reposition’ The Car. B&E does a Case Summary

When Ratan Tata, Chairman, Tata Motors, shared his vision of making a Rs.1 lakh car at the Geneva Motor Show, in 2003, there was cynicism and doubt from all quarters. Tata’s ambition was deemed unrealistic and critics wondered how it would be possible to make a car at almost half the price of the cheapest car (Maruti 800) available in the market. At a time when the automotive industry was still in thrall of “bigger is better” way of thinking, industry executives scoffed at the idea of an ultra low-cost bare bones car. But for Tata and his core team of five engineers led by Ravi Kant (the then MD, Tata Motors), the Nano car project was borne out of deep conviction, and not by any flashy ambition to stun the market and rivals. The team had prepared its ground well, going over all the details of the project with meticulous care and finesse. As such, for them, there was never a shadow of doubt about the viability and feasibility of the project.

So, when Tata unveiled the Nano at a jam-packed Tata Motors pavilion at the 9th Auto Expo in New Delhi on 10th of January 2008, there were wild cheers and rave reviews for the world’s cheapest car. Everyone, including Tata Motors, assumed that a product with such a low price would be a runaway success. And true to the euphoria and buzz generated by Nano’s launch, the diminutive car racked up more than 200,000 advance orders when it went on sale in April 2009. But the heady feeling did not last long. The Singur controversy over acquisition of farm land for building the Nano plant in West Bengal, along with the subsequent increase in the car price, poor distribution and instances of Nano cars catching fire proved to be a wet blanket for all those expecting the car to be a game changer for the auto industry.

By November 2010, sales of Nano had plummeted to 509 units, a sharp drop from recorded sales of 9,000 units in July 2010. That came as a shocker to not only market analysts but to Tata Motors as well. The dismal November sales was a rude awakening call for Tata Motors, which was counting on its small wonder to attract an annual demand of not less than one million. Yes, there were issues with respect to the sales outlets causing late deliveries and growing concerns amongst people about the quality at such a low price (Rs.137,555 for the lower end model).

But the most critical issues perhaps have been only two – the first one has relates to positioning. With over 11 million two-wheelers sold in India last year (according to SIAM), the company initially only targeted the two-wheeler owners to switch over to the Nano. In all his credible efforts to position the car as the alternative for the family which used a two-wheeler to travel around, Ratan Tata perhaps inadvertently positioned the innovative product as the poor man’s car. In other words, while the intent was brilliant societally, for any consumer buying the Nano, there was the inherent danger of being viewed by his social group as poor. Not even a poor man wishes to be identified as a poor man – and the Nano, to some extent, was doing just that. In summary, there was a great disconnect in the kind of people the company was reaching out to and the kind of people it wanted to sell to.

The second mistake was both in the quality and quantity of advertising. Quality of advertising relates to the both the medium of advertisements used and the kind of advertisement used. For example, while Nano was intended by the company for the lower-end belt, instead of reaching out to the intended segment and understanding their purchase behavior, Tata Motors relied heavily on non-conventional methods: They created a special Nano website where one could design their own Nano and play games; used social networking sites such as Facebook and Orkut; leveraged blogs; and purchased online advertising. The online medium was hardly the right way to sell to their target segment and the strategy failed to create buzz around the car. Why did Tata Motors do this? One, because they perhaps thought that the word of mouth recall would be enough to exponentially increase the sales of Nano. Automobile experts are as guilty for this as some even commented that Indian roads will become jam packed within a few quarters of Nano sales. The company did release print ads; but that too as a statement of social action rather than as a sales strategy. Worse, the company refused to straddle the typical sales promotion strategies of having promotional offers, discounts et al being advertised regularly. In fact, the company did not even advertise otherwise regularly. Those were perhaps the banks giving auto-loans that were advertising.

As a result, the company ended up selling 75% of Nano cars in five major cities in India rather than the expected all India demand. And here comes the biggest repositioning learning for current CEO Carl-Peter Forster. For 50% of the people who bought the Nano, it has been their second car. If Carl understands this correlation, then perhaps this is the best time to rejig the ad positioning of Nano to beseech the prospective consumer with the punchline, “Tata Nano: Your first, second car,” than continuing the low-end positioning.

But CEO Carl has done something more – and intelligently. He has ensured that starting September 2010, Nano ads have started appearing in the electronic media channels, and now with increasing frequency. The plain and simple statistical connection between number of ads and sales has been forgotten in the past by many practitioners; luckily, it seems Carl has regained the connection.

In recent months, Tata Motors has also reviewed the issues related to production, quality standards and supply chain management of Nano cars. The company is additionally chalking out plans to enter new growth markets and export to countries like Thailand, Malaysia and the Philippines. To push sales, the company has already announced open sales of Nano cars for the entire country. For a long time Nano was not available off the shelf in many states. “It was only after the inauguration of the Sanand plant that we could plan for open sales of Tata Nano. We decided that we would do this in a phased manner in tandem with fine-tuning our marketing & sales infrastructure along with the finance support” said a Tata Motors spokesperson to B&E. By January 2011, the company had extended open sales to the rest of the country instead of the earlier system of having to book and wait for delivery.

Thursday, July 22, 2010

Waiting for the dawn...

Moreover, the bank has not just increased its ad volume, but it has also worked on a new branding strategy altogether. Right after the hurdle, it came across last year, the bank was quick enough to tweak its communication strategies. It moved away from its arrogant communiqué of ‘lead life on your terms’ to the ‘power of belief’. The new campaign not only echoed a soft voice of communication, but also presented the bank, which till then believed in aggressive growth alone, in a different manner altogether.

However, the biggest turning point for the bank could be its change in focus on the operations front. The bank, which once discouraged its customers from going to its branches and promoted the use of ATMs, is now persuading customers to visit its branches. Perhaps, it expects that a direct contact between the bank and the customers will not only help create a better relationship between the two, but also strengthen customers’ faith on the bank. Keeping that in mind, the bank has also reduced its huge army of direct selling agents by almost 70% with a target of zero reliance on any outsourcing for business acquisition and collections by next year. This certainly will help the bank gain some ground in the eyes of the customers, who have been irritated for the irrational behaviour of those external recovery agents.

But then, changing the way they operate alone won’t help it much. The internal workforce too has to deliver the best to the customers. Krishnan agrees, “No doubt, under Chanda Kochhar the bank is trying to regain lost grounds through advertisements and removal of external recovery system. But until and unless the bank improves its services it won’t be able to gain back the trust of its stakeholders.”

In the mean time, the bank is also working on its asset quality and capital adequacy, which actually brought them the crisis last year. As a result the asset quality of the bank has shown some signs of stabilisation. In absolute terms, the Gross NPAs of the bank have declined marginally, both on a y-o-y basis by 3% and on a sequential basis by 2%, to Rs.9,201 crore. In terms of capital adequacy too the bank is now at a stronger position. Explains Vaibhav Agrawal, VP – Research, Banking, Angel Broking, “Driven by a large net worth capital adequacy of ICICI Bank remained strong at 17.7% (Q2 FY09-10), comprising a substantial Tier-1 component of 13.3%. This puts the bank well for the imminent improvement in credit growth as the GDP outlook continues to improve.”

Moreover, as a part of its strategic change in focus and restructuring, the bank has now largely exited all its businesses outside its core competency including the small-ticket personal loans, which kept on bringing troubles every now and then for the bank. It has also reduced its non-India related exposures in international business. Though the books of the bank still do not reflect the results of such initiatives, analysts like Vaibhav believe that the bank is now well poised to grab the opportunities that would come in its way on account of the recovery. Investors too recognise the fact. As a result the share price of ICICI Bank has rallied from merely Rs.350 at the beginning of the present fiscal to over Rs.900 today.

However, the critical challenge for the bank will continue to win customers’ faith. K. J. Singh, CEO, Evolve Brands avers, “Riding on its campaigns since the beginning of the year, ICICI Bank’s image has certainly come a long way compared to the situation at the end of last year. However, service deliverance and right marketing strategies would help the bank in the long run.” Though the bank’s brand value has recovered by a fair margin as on date, critics say that it still has a long way to go. Apart from ad campaigns, the bank also needs more transparency in its operations, which perhaps has been a key reason for complaints against it in the past. By now, they’ve surely understood how even the smallest of ‘glitches’ can turn out to be an ultra-expensive ‘marketing’ proposition if customers lose faith in them?

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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Friday, April 02, 2010

Ingenious Dreams...


Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Prabha Prabhu, Partner and Exec. Director, mc2Prabha Prabhu,
Partner and Exec. Director, mc2

There was a time when Madison Creative boasted hi-profile clients like P&G and Philips. That was almost a decade ago. In its new avatar, mc2 has ambitions to relive past glory.

4Ps: Why has mc2 never recovered from the DMB&B exit?
PP:
When we severed relations with DMB&B, there was a huge setback to our creative business. We lost huge clients like P&G overnight. But we are trying hard to make a comeback. I won’t be able to live in peace till I get those days back for Madison. We’ve hired some great talent and also have a good rooster of clients like Leela and VVF (Doy and Jo range of soaps) now.

4Ps: Yes, but your portfolio of clients is certainly not as robust?
PP:
We’re going for the right kind of clients. We’ve always handled number two brands and made them leaders. For example when we handled Cinthol, we beat Liril and put Cinthol at 18% market share. Similarly, Leela today is at No.3, and my job is to see that it moves forward to be the No.2 brand in the segment.

4Ps: Do you have a time limit to put mc2 on a strong footing?
PP:
I plan to deliver over the next 2-3 years. Today we have about 12-13 clients. Two years hence, my objective is different. VVF, for example, plans to launch, quite a few more brands. I would like VVF to be at par with Godrej.

4Ps: Are you looking at global alignments (a la DMB&B)?
PP:
I’ll put mc2 up there before going for global alignments.

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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