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COVER STORY
The Young Consumer: Catch them if you can! - - Kanugovi Sreenath
Young consumers pose an intriguing challenge to marketers. They are a target segment that has no specific demarcation; and even if one exists, it is fragmented and rapidly keeps changing. The segment is also interesting as a majority of end consumers are not the actual purchasers and the actual purchasers are seldom the end-users. Research on this segment is difficult to carry out and is costly. Moreover, it is easy to misunderstand. Ironically, marketers can neither ignore them nor can they lure this elusive segment easily. Is there a way out? Perhaps there is no straight answer.
© 2005 IUP. All Rights Reserved
SURVEY
Profiling the Young Indian Consumer
- - This survey was carried out by IBS students of batch 2007, Aayush Chowdhury, Abhishek Kapoor, Dhiraj Banthia, Saurav Jalan, Shobhit Saxena and Sumit Mundra under the guidance of P Sashikala, Faculty Member, IBS, Hyderabad.
This study through mall intercept survey method attempts to provide a few interesting insights for the avid marketer to reach out to the young Indian consumer.
© 2005 IUP. All Rights Reserved
INSIGHT
Sexual Liberalism or Harassment? - - Tapan K Panda
Use of sex in advertising is an age-old strategy, but the current spate of sex-based advertisements show an increase both in numbers as well as the level of nudity, despite the fact that there is an increase in the public outcry against this kind of advertising. Advertisers use this platform very often because they strongly believe that sex sells. But the question here iswhen is the use of sex appropriate and for which target audience? What is the level of sexual content that will generate a positive response from the consumer? This study attempts to answer these questions.
© 2005 IUP. All Rights Reserved
CASE STUDY
Harrah's CRM Strategy - - Joel Joseph, Vivek Gupta
They (Harrah's) understand precisely what is going on with customers, how to motivate them and how to sell them more.
-Sergio Zyman, former Coca-Cola Branding Guru.
CRM is the vertebrae of everything we do. I don't think most retailers take full advantage of what they already know about their customers or use that knowledge to modify future behavior.
-Gary Loveman, President and CEO, Harrah's Entertainment.
© 2005 ICMR. All Rights Reserved. For accessing and procuring the case study log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
BOOK REVIEW
Defending the Brand: Aggressive Strategies for Protecting Your Brand in the Online Arena - - Brian H Murray
Information technology has seen a huge growth in the last decade. The Internet has connected people and facilitated huge amounts of information exchange. It has transformed the rules and opportunities in global business. However, this boom in Internet technology and the resultant convergence has come with its own dangers and challenges. It has exposed companies to new kinds of risks and perils. Many large brands and organizations are being exploited by illegal and unethical web offenders.
© 2004 Brian H Murray. All Rights Reserved. IUP holds the copyright for the review.
RETAIL MANAGEMENT
How Low Should You Go? - - Michael R Reopel, Laura Gurski and Jeanne-Mey Sun
As discounts and everyday low prices proliferate, consumer packaged goods companies and retailers struggle to compete head-to-head on pricing and promotions with the likes of Wal-Mart. And their profits fall. But why race to the bottom if you don't have to?
© 2004 A.T. Kearney, Inc. (www.atkearney.com). Reprinted with permission.
BRAND VALUATION
Brand Valuation and Management: An International Perspective - - Adrian Davis and Lucinda Spicer
Today, brands and other intangible assets represent a significant proportion of a company's enterprise value. PricewaterhouseCoopers (PwC) research indicates that intangible assets may represent over 60% of a company's market value, and for many organizations the majority of the value is related to the brand or the brands that the company owns. This is also demonstrated by the multiples that acquirers will often pay for consumer branded businesses, compared to the book value. Brand value can broadly be expressed as the present value of expected future earnings or cash flows accruing as a result of brand ownership. Techniques for calculating this value, and the drivers that influence it, are attracting increasing interest and debate around the world. In this article, Adrian Davis and Lucinda Spicerfrom the PwC valuation and strategy practice in the UKexplain why.
© 2004 PricewaterhouseCoopers. All Rights Reserved. PricewaterhouseCoopers refers to the network of member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity. First published in Executive Perspectives (www.pwc.com/executiveperspectives), PricewaterhouseCoopers' global monthly online business publication. Reprinted with permission.
BRAND MANAGEMENT
Brand Loyalty: The Psychology of Preference - - Bill Nissim
What drives brand loyalty? The psychology behind human behavior as it pertains to brand selection can be both rudimentary and complicated at the same time. We will explore this conundrum by investigating noted authors' insight into the realm of brand preference. By unveiling current research and opinions of experts, a convergence of ideologies will advocate techniques in order to deepen current and potential relationships. Methods will be introduced which evoke the use of our five senses to evaluate, develop, and drive a deeply-rooted brand preference. Let's begin by understanding how we interact with our surroundings.
© 2005 Bill Nissim (www.brandchannel.com). Reprinted with permission.
BRAND MANAGEMENT
Strategic Design Planning: What's Lurking in the Future of Brand Management - - Christoph Herrmann and Guenter Moeller
Strategic Design Planning is one of the most deficient areas in brand management theory and practice. Find out more about how this could change in the years to come.
© 2004 Christoph Herrmann and Guenter Moeller. First published on www.brandchannel.com. Reprinted with permission.
ONLINE ADVERTISING
Catching the Customer Online - - S Jaya Krishna
Increasing use of online technologies to reach global markets has led to a Web-based economy, taking global business from `brick-and-mortar' to `click-and-mortar' models. Evolving online techniques are consistently offering ample opportunities for Web-based advertising that promotes the right products to the right customer. When it comes to a complete customer record, the Internet has let the genie out of the bottle to quantify the user's behavior in real-time. The clickstream, a record of every mouse click or keystroke of every visitor to a website, generates a more complete customer record that offers ways to target the right customers, understand their needs and customize messages, services and strategies in near- or real-time.
© 2005 IUP. All Rights Reserved
MEDIA
Opportunities for Action in Consumer Markets: Thriving in a World of Consumer Control - - Sebastian DiGrande, Dominic Field,
Dan jansen and Holger Wenzky
The media sector-where consumer markets, communications, and technology intersect-has always been particularly susceptible to technological change: Witness the impact of television, VCRs, DVDs, MP3s, and the Internet. Now, thanks to the most recent wave of innovations, consumers are taking increasing control of what they read, watch, and listen to, as well as when, where, and how they pay for it. These changes in consumer behavior are expected to reverberate throughout the media industry for years to come, eventually altering the competitive dynamics for content creators, aggregators, and distributors, as well as device makers. Flexible new entrants will introduce fresh business models. Attackers, following the path blazed by Apple's iPod, will seize new opportunities. Although these developments will affect different businesses in different ways, media organizations-as well as other players along the value chain-will have to respond to the complex needs of a fragmenting mass market. That said, there is as much upside for nimble companies as there is downside for sluggish ones.
© 2005 The Boston Consulting Group, Inc. (www.bcg.com). Reprinted with permission.
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