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COVER
STORY
Spiritual
Brands
- - Vineet Tandon
Spirituality
and branding might not be related to the context of conventional
practices of management; but the concepts of branding apply
almost in the same context to spirituality as to that of marketing.
India, the land where spirituality attained its culmination,
is interestingly the major player in offering more number
of spiritual brands. This article explores varied dimensions
of spiritual brands.
© 2005 IUP. All Rights Reserved
AD
STRATEGY
The
Significance of Raptures in Advertising
- - Bhishma C Kukreti
In
the drama of an advertisement, the raptures achieve exactness
only when rapture and sentiments complement each other. This
article, drawing insights from the legacy of Indian Natyashastra
and drama, helps to develop the right ad strategy with the
right mix of emotion and sentiment for a successful commercial
communication.
© 2005 IUP. All Rights Reserved.
AD
STRATEGY
Shockvertising
- - Subhadip Roy
The
concept of Shock Advertising is not new to the world. The
ability of advertisements to create a shocking sensation (and,
thereby, rise above the media clutter) has been utilized by
many companies worldwide. Somelike Benettonhave at the same
time amazed and disgusted people; while somelike Barnardohave
been very successful in fulfilling the objective behind the
advertisements. This article tries to throw light on the concept
of Shock Advertising with the help of some eminent examples
and ends with the relevance of the concept in India.
© 2005 IUP. All Rights Reserved
NEW
PRODUCT DEVELOPMENT
`Agility'
in Product Development: Key to Business Success
- - S Jaya Krishna
In
today's dynamic business environment, market demands have
become more volatile. Rapid technology developments are further
adding to the shrinking product life cycles, while realizing
profits or Return on Investment (RoI) has become a great challenge.
Divergent and complex needs of customers coupled with the
need to serve better are demanding manufacturers to offer
customization with responsiveness. Therefore, incorporating
agility in product development infrastructures from factory
floor to value-delivery network is the key to meet the changing
market needs, shrinking product life cycles and the associated
challenges.
© 2005 IUP. All Rights Reserved
RURAL
MARKETING
Menace
of Counterfeit Products in Rural Markets
- - K Suresh
An
AC Nielsen-ORG MARG study in 2004 unraveled the fact that
counterfeits cost the consumer goods industry as much as Rs.
2,500 cr annually. Product awareness generated through mass
media (TV and radio), coupled with product non-availability
due to distribution hassles has led to proliferation of these
counterfeit consumer goods in the rural hinterland. This article
examines the issues involved and the initiatives taken to
curb this menace.
© 2005 IUP. All Rights Reserved
RETAIL
MANAGEMENT
Emerging
Market Priorities for Global Retailers: The 2005 Global Retail
Development IndexTM
- - A.T. Kearney
The
global retail game is changing. While players surged into
new markets in 2004, this year they are more focused on rebalancing
their positions. In the past year, for example, at least 15
retailers moved into new geographic markets, while more than
10 retailers exited countries during the same period. Carrefour
is withdrawing from several markets, while Tesco holds the
record for being the fastest growing retailer outside its
home market. Ahold is almost out of the global game, while
Wal-Mart has been busily opening new stores outside its home
country every few days.
© 2005 A.T. Kearney, Inc. All Rights Reserved. Reprinted with
permission.
RETAIL
MANAGEMENT
Finessing
the Discount Price Challenge: How Value Engineering Improves
Profitability
- - Jacques Cesar, Stephen Brien, David Trounce and James
Bacos
The
rise of discounters has pinched margins and threatened the
business model of many traditional retailers. There are ways
to fight back, however, ranging from improving consumers'
perception of a store's value to optimizing prices on the
products that really matters.
© 2003 Mercer Management Consulting, Inc.(www.mercermc.com).
First published in Mercer Management Journal 16. Reprinted
with permission.
CUSTOMER
MANAGEMENT
Consumer
Education: Communications that Add Value and Beat the Competition
- - Medha Chintala
Fierce
competition has made companies proactive in protecting the
consumer's rights. There are no intermediaries between the
customer's affairs and the company. Advertising is changing
from simply being novel to something that has educative value;
same is the case with other marketing communications. Consumer
education is the in-thing now. Consumers demand it, and it
is here to stay. The signs are obvious and straightforward;
consumers want to get the feel of tender loving care (TLC).
The race is on to attract consumers in the marketplace, so
companies and marketers need to add new tools if they hope
to be successful. The spirit of digitized information has
introduced new capabilities for consumers and businesses alike.
© 2005 IUP. All Rights Reserved
BUSINESS
INTELLIGENCE
Business
Intelligence: Process, Tools and Applications
- - Col R S Prasad
Business
organizations produce large volumes of data from their operations
and also routinely collect much more information from the
environment. In fact, data is the most important asset for
any organization, but not in its raw form. Business Intelligence
(BI) is the process of converting organizational data into
organizational wisdom. The analytical tools convert data into
Business Intelligence. The tools include Data warehouses,
data Mining Tools and OLAP tools. Without analytical capability,
customer-facing activities like CRM also cannot be effective.
BI has become a strategic weapon, which has been found to
be useful in all functional areas. This article examines the
concept of BI, its applications, the tools and their functionality.
© 2005 IUP. All Rights Reserved
CASE
STUDY
Hyundai's
Marketing Strategies in India --
Avishek
Suman, Vivek Gupta
I
believe that the primary reason for HMIL's success is that
we never allowed ourselves to be complacent. We were continuously
innovating at the marketplace, taking ourselves head on the
competition.
-Y
S Kim, former Managing Director, Hyundai Motors India Limited
in 2002.
As
long as Hyundai keeps giving the Indian customer fresh new
products at competitive prices and builds excitement around
them like they have successfully done, they can sustain their
good run so far.
-Vinay
Kamath, Journalist with Business Line in 2002
©
2005 ICMR. All
Rights Reserved. For accessing and procuring the case study
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org |
