“DESIGN BUSINESSES TO DELIVER RESULTS”

Operational ceos design businesses with the same rigour and discipline that they expect their teams to bring to designing new products, identifying clear requirements for operational performance and evaluating alternative operating model designs.

The challenges facing CEOs have never been greater: increasingly demanding customers, rapidly changing technology, accelerating industry dynamics, global competition. This tough business environment has seen the emergence of a new generation of ‘operational CEOs’. These are results-driven, operationally-savvy executives who realise that strategy on its own isn’t enough; delivering results requires a mastery of operational strategy. They take their inspiration from companies like Southwest Airlines, Toyota and Zara, who have leveraged operational strategy to create innovations that have profoundly altered the dynamics of their industries.

Managing outcomes
Being operational doesn’t mean that CEOs need to manage operations directly. Instead, they focus on managing the outcomes. They understand that businesses and their operations need to be explicitly designed, not just left to evolve organically, and that they have a critical role in defining the performance that each part of their business must deliver. They design businesses with the same rigour and discipline that they expect their teams to bring to designing new products, identifying clear requirements for operational performance and evaluating alternative operating model designs. They realise that sometimes incremental improvements aren’t enough; significant changes to their company’s operating model may be required to deliver the results they need.

Operational CEOs understand that all components of what a business does, from customer acquisition to customer service and support, need to be viewed in an operational context. They know the strengths and limitations of their current operating model and how it is different from their competitors. They have a firm grasp of the key operational metrics for every part of their business and understand the interdependencies between them and the performance trade-offs involved.

Designing & implementing new operating models
Start-ups have the chance to create their operating models from scratch – which is why they can be so dangerous. Operational CEOs understand how the limitations of their current operating model can constrain the strategic options available to their business. They also recognise the potential of operational innovation to change the basis of competition. They know the key design decisions businesses in their industry need to make and the time and cost involved in making changes to the different components of their operating model. Faced with significant uncertainty, operational CEOs put a premium on flexibility, and they design operating models that can respond rapidly to new opportunities and changing market conditions.

Zara: fast fashion delivers results
Zara, the Spanish fashion retailer, demonstrates how operational innovation and a radically different operating model can redefine the basis of competition and deliver superior business results. The company’s strategic vision is to deliver value-based fashion – fast. Zara can get new clothing designs from the drawing board onto store shelves in as little as two weeks, while it takes most retailers four to twelve months. The key to the company’s success is a high-speed operating model that integrates every aspect of the business, from product development to retail.

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Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
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IIPM: Indian Institute of Planning and Management
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Planman Technologies

A BIG IDEA CALLED…DURGA PUJA!!

Religious festival, colourful carnival … or a big, fat platform showcasing Ma Durga’s boogey-woogey with Ma Lakshmi?! 4Ps B&M’s Consulting Editor Monojit Lahiri probes a space where the spirit of commerce keeps shrewd company with the celebratory sounds of conch shells

The Big Idea has always meant different things to different people. In theory, it has been described as a “surprising solution to a marketing problem expressed in a memorable, verbal or graphic way.” It picks up power, force and momentum due to the chutzpah of its startling perspective that can alter a habit, opinion or a point of view. The big idea can originate from a variety of sources... arts, sports, politics, entertainment, popular culture, today’s headlines... but the central point is its ability to communicate a clear and compelling message that enlightens and entertains even as it empowers!

What better example than the Durga Puja?!
Few events have served as a more colourful and powerful commentary on contemporary life and times reflecting popular culture in the public space, than the Pujas. At one level it represents the close bonding of the neighbourhood. At another, a wonderful expression reflecting aspirations through the prism of creative pandal decoration. In keeping with the consumerist times, however, has the Puja today become increasingly corporatised? In this setting, have brand marketers shrewdly started capitalising on religious sentiments to ensnare the Puja shopper?

Ujjal Sinha – head honcho of the Kolkata-based ad agency Genesis – is spot-on with his take. “There has never been a bigger idea for mass-connect than the Pujas! It’s the one time in the year when all Bengalis come together in a spirit of joyous bonhomie celebration. The result is a gigantic captive audience, in a happy, feel-good frame of mind... carefree, loaded, adventurous, eager and willing to hit the impulse-purchase button!” says Sinha. He points to this matchless challenge-and-opportunity backdrop for all sharp brand custodians to unleash their big idea tapping into the mood and temper of this event, and turn on the receptive, bindaas audience base. Adds the smart adman, “the difference between this captive audience and others at railway stations, airports, sports stadia or concerts is essentially the state of mind. During those Puja days, they are in a different zone.” By “different”, Sinha is referring to the fact that people have their guards down.

Executive Director of another Kolkata-based ad agency, Response, Sid Ray, adds his own spin to the table. “In the east, the trigger months kick off from July-Aug because of the oncoming festival season. The durables and FMCG companies pull out the stops to identify every possible avenue to push sales. With Pujas being a hi-throng and hi-spend space, all the tricks in the book are deployed to gain the winning edge over competition,” says Ray. From the consumer’s perspective too, this is a freak out time. “Right from the Mahalaya – 10 days before the Pujas – till the immersion, the Puja scene is a thrilling blend of carnival, fashion show and food fest! The most significant factor of today’s youngistan-driven Puja is that everybody wants to make a statement! So clothes and fashion leap centre-stage. Add to this a 24x7 participation of media channels covering events like fashion shows, pandal decorations, entertainment, starry guests, awards for the best dressed couple etc. and you realise what a huge idea the Puja is!” adds Ray.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

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Management Guru Arindam Chaudhuri
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IIPM: Indian Institute of Planning and Management
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Planman Technologies

Cheil Worldwide Double impact!

Cheil Worldwide’s Aneesh Jaisinghani and Sambit Mishra are the Formidable Duo holding the Creative Honours at South Korea’s biggest Marcom Agency!

Two heads are always better than one! This philosophy brought them together. They surely have not greyed their hair in the advertising industry since its beginning in India as they both are still running in their pseudo teenage years! But that does not steal away their experience and credibility! Aneesh Jaisinghani, Assistant Vice President, and Creative Director along with Sambit Mishra, Creative Director, Cheil Worldwide’s India operations, South Korea’s biggest marketing communications agency and a fast emerging one in India, with memorable campaigns for clients like Samsung have carved out an undeniable niche for themselves. The stars of this cover story share their voyage of togetherness not missing the pot-shots!

Was your teaming up a gradual process or was it an instant connect?
AJ: I had met Sambit for the first time when he had come for an interview at Lowe in 2004. I was introduced to him by my then copy partner O. R. Radhakrishnan and my college class mate Abhishek Dey. At that time, Prateek Bhardwaj, the Creative Director of Lowe had hired two teams, one comprising Radha Krishnan (now with McCann Ericsson Mumbai) and me and the other comprising Sambit and Abhishek Dey aka ‘Golu’. In sometime, Prateek moved to Everest Brand Solutions and the plan was that all four of us will move to Everest with him. But since Everest couldn’t have hired all four of us together, it was decided that two out of the four of us, one Art Director and one writer, would move first and in a month or so, the other two would follow. Prateek left the decision to the four of us to decide who would be the first two to move to Everest. And since I was having a hell of a time traveling all the way to Gurgaon to reach office everyday and Sambit was having a hard time adjusting to the Lowe way of working, it was decided that the two of us deserved to move to Everest first! I noticed that he was an extremely quiet person and let his work speak. But more or less it was an instant connection which got better with time.

SM: I first met Aneesh at a pub called 100 degrees with his then copy partner, O R Radhakrishnan. At that time, I found him to be serious and a matter of fact types. But in a couple of hours, by the time drinks had taken their effect, he turned out to be one really funny guy. It was a just a casual meeting but we connected there and then. The pub is now shut down and there’s a bath fittings showroom there.

How was the experience of working on your first assignment together as a team?
SM: My first job with Aneesh was on BILT ProAM golf tournament. I don’t remember what the client had to say about it but I remember our boss Prateek Bhardwaj going gaga over it. I still have that campaign details in my folio. Apart from his being a gem of a guy, professionally it helps an average copy guy to have a darn good art partner to hide the copy flaws [guffaws].

AJ: The first work that we did together was actually when we weren’t a full time team. It was a campaign for a ProAm Golf Tournament sponsored by BILT. It was a nice campaign which never got released but even I have that in my portfolio till date. It was really well appreciated by our colleagues. People still like it when they go through our folio!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

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IIPM Best B School India
Management Guru Arindam Chaudhuri
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IIPM: Indian Institute of Planning and Management

The royal malletiers are here, on ‘time’!

If he’s successful in his mission, then Tag Heuer in India would not be known for watches anymore and it would contribute majorly in the turnover of LMVH. By Angshuman Paul

Manishi Sanwal
GM - Indian Subcontinent, Watch & Jewellery division of LVMH

You just can’t miss the gigantic silver plated insignia of Moet Hennessy Louis Vuitton when you enter the New Delhi offices of LVMH, currently one of the world’s leading luxury brands, endorsed by the world’s biggest celebrities. What, then, would you expect if you were to meet the man heading the marketing operations of LVMH’s watch and jewellery division? Glamour, glitz, chutzpah, all loaded in one? That said, the simplicity of Manishi Sanwal’s office takes us quite by surprise. Manishi is the GM-Indian Subcontinent, Watch & Jewellery division of LVMH (overseeing the Tag Heuer brand), and despite the simplicity of his office environs, he is quite up the ask with concepts of marketing warfare and strategies for the Indian market.

It has been almost two years that Tag Heuer entered India and started marketing not only watches but also glasses, wallets, jackets and other similar accessories. Apparently, the legacy branding of Tag Heuer – combined with their age-old focus on technology perfection – has enabled LVMH to record an astonishing 40% growth rate in India. And even though Tag Heuer has forayed into several new segments, Manishi has made sure that the promotion and the marketing strategy for all these new products matches the brand-legacy of Tag Heuer. One of the key notable introductions was the uber-swanky Tag cellphone. The phone was released only in 11 countries and India was one of them. That led many analysts to question whether Tag had reached the country too late. Especially when a company like Nokia had already introduced Vertu many years back. Manishi defends, “Our positioning is different from Vertu. And further, within an year’s time, we are now available in all the metros; and are also providing appropriate after sales services. If we wanted, we could have had more retail penetration; but we didn’t want to go where there was difficulty in setting up after sales services.”

Manishi knows what he’s talking about. He has his ground-base knowledge pretty well structured. Manishi’s an MBA from IIM Ahmedabad, and has already worked in several markets for Tag Heuer, including China and has also worked in various capacities in L&T, the Swatch group and even Samsung. Bucked up with such experience, Manishi knows the danger of over extension of a brand quite well. But given all that, and irrespective of that, Manishi is quite upbeat about introducing more products and jewellery under the Tag Heuer brand name. “Tag Heuer also stands for technology and sport and in all our brand extensions, we will resort to such common USPs. Then again, we are extending, but that doesn’t mean we will make our products available everywhere and increase our target audience,” shares Manishi.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

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IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
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IIPM: Indian Institute of Planning and Management

Beyond red and sparkling...

In conversation with Shephali Bhatt and Deepak R. Patra, Sunila shares what interests her in marketing, her mantra for success, and what lies behind the glamorous world of wine

Sunila Duggal
Head – Marketing, Sula Vineyards

It is nothing less than a carnival – thrilling and exhilarating with an array of celebrity guests, uber cool music, fantabulous Greek-style open-air amphitheater, and flea market shopping. And all of it spiced up with freshly made eclectic food flanked by an exhaustive range of local and imported wines. This is exactly what the party-goers get to enjoy at the ‘Sulafest’ organised by Indian wine maker Sula. But then, if you are thinking that it’s just another fun party in town, think twice. It’s not one of those without any purpose. The motto behind such a wine festival is to bring the consumer and the wine maker closer in a consumer-friendly way, keeping the long term goal of brand creation in mind. And so far, Sulafest has successfully delivered the best for the Nashik-based wine maker, Sula Vineyards. When Sharell Cook, noted India guide of About.com wrote that Sula Vineyards in Nasik was India’s “most popular and most accessible winery,” she was simply mirroring the fact that the Vineyards has now become one of the major tourist must-see attractions. Take that for super-marketing! Much of the credit goes to the unassuming and modest Sunila Duggal, Marketing Head, Sula Vineyards.

An enterprising team leader, Sunila is one marketing personnel who exudes the glamour and sensibility of her job profile. The lady who continues to read a lot of fiction in order to know which wines are favourite among prolific writers, is a hit amongst her team members who admire her for her leadership style, which is a mélange of domination, understanding and participation. And that’s what has helped her in streamlining the company’s marketing department making the processes smoother than they were earlier. In her short stint of two years in Sula, she has also introduced the company into social media. She still remembers, “I sat with my CEO and drew a sketch of areas where our presence will benefit us. And now we are into social media in a big way.”

She is certainly one of those people who love to live every bit of the glamorous profile of her work. “I agree that being the Marketing Head of India’s leading wine company, the work is very exciting and glamorous. However, a lot of hard work is put in by my team and me,” she says. Sunila adds that in this industry, everyday is a new day. Despite being in the industry for the past two years, she feels there’s still much to learn – “I am constantly learning something new about my company, my product and the market. And that is the most exciting part of my job.” But then, considering the facts that wine consumption is still at a very nascent stage in India and the industry is under many rules and regulations, sustaining a wine brand in this country is as difficult as establishing a new one. This, she feels, makes one think out-of-the-box to be present and be accepted by the people. “It’s not only about going for conventional advertising and marketing, it is about being different. Moreover, there is no fixed mantra,” she adds.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
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IIPM in sync with the best of the business world.......
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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Any guesses why the picture looks pretty?

In conversation with Neha Saraiya about the memorable moments in his journey and what it means to be India Head of Nikon Corporation

His association with India might be just two years old but he has already travelled to over 45 cities across the country and savoured almost all popular Indian delicacies including Dal Makhani, Masala Dosa and Chicken Tikka. After all, he wanted to know the real India to fulfill his ultimate dream – to establish Nikon as a local company in India and not as a Japanese brand. Today, he not only understands India well, but has also developed a penchant for Indian food. “When I had sambar for the first time, it seemed to be too heavy for me, but my affinity towards this dish has today made it my preferred breakfast whenever I stay in the southern part of the country. Even at airports, whenever I have to travel early and have time, I love to have sambar,” says Hiroshi Takashina, the newly appointed Managing Director of Nikon India (he was appointed on June 1, 2010).

Hiroshi Takashina succeeded Hidehiko Tanaka, the former head of Nikon India, who after establishing Nikon India and strengthening the division’s organisation during his three-year tenure, was moving back to Japan to take over a new assignment within Nikon Corporation. But it was not actually Takashina’s knowledge about the Indian culture that made him the successor to Tanaka’s throne, but actually his sales credentials. “His one and half year performance here in India to lead the sales and marketing team instilled confidence in me that he could take over the new role as MD of Nikon India,” Tanaka had commented when he left India. In fact, prior to Nikon, Takashina has also worked with one of Japan’s leading auto manufacturers for more than 24 years, looking after West Asia, Africa and Europe.

One thing that Takashina can never be suspected of is lack of vibrancy. His yellow tie and high spirits are enough to rest even the most irreverent critic. While yellow, we’re told, connotes Nikon’s symbol, Takashina’s enthusiasm conveys his mission, which is to establish Nikon firmly on the Indian soil. Takashina confesses to us that this is a far cry from his childhood dream of becoming a musician – while in his college days, he apparently tried his hand at several instruments, with his favourite being the piano; today, Takashina hardly gets time to play them.

Takashina is a self-confessed avid reader and a strategist who has an eye for detail. But with a preponderance of sales and marketing in his past background, doesn’t the role of an MD, which encompasses many more functions, confound him? Pat comes the honest reply, “I was always associated with sales and marketing in a major way but yes, fields like operations, HR and finance are new to me. So I am learning every day.”

Nikon, which landed on the Indian soil in November 2007, is still in an establishment phase and as such contributes just below 3% to its parent company’s revenues. This is considerably low when compared to other Asian markets like China and Japan that contribute a healthy 10-20% to Nikon’s global turnover. However, there has been a slow shift happening in the Indian digital camera market, which is a positive indication for the company’s growth. As Takashina puts it, “Currently a lot of professionals are using DLSR cameras. What happened in Japan earlier is now happening in India. As now more consumers are shifting to this range, there is a tremendous opportunity waiting for us.” In fact, Nikon’s quick drive to grab a 45% market share in this segment last year (which is anticipated to reach 50% by the end of 2010) stands testimony to this statement.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

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Arindam Chaudhuri
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Planman Consulting

IIPM in sync with the best of the business world.......
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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Delhi Police deny Team Anna permission to hold fast

Delhi Police on Friday denied permission to veteran social activist Anna Hazare to hold an indefinite hunger strike at the Jantar Mantar in New Delhi on August 16.

The Delhi Police referred to the Supreme Court's 2009 order to deny team Anna permission for the indefinite strike anywhere in Delhi, the Times Now channel reports. The police, in its letter to Hazare, said that as Parliament would be in session, no group could be allowed to capture the entire space at Jantar Mantar, as many groups come out for protests during that period. Charging the government of bringing a fractured Lokpal Bill, Hazare had said on Thursday in Maharashtra's Ralegaon Siddi town that he would protest at Jantar Mantar in Delhi on August 16. The Union Cabinet on Thursday approved the official draft of the Lokpal Bill and trashed the key proposals moved by Anna's team.

The bill provides for the establishment of the institution of Lokpal to inquire into allegations of corruption against certain public functionaries and for matters connected therewith or incidental thereto.

The bill envisages setting up the institution of Lokpal consisting of a chairperson and eight members with the stipulation that half of the members shall be judicial members.

It will have its own Investigation Wing and Prosecution Wing with such officers and staff as are necessary to carry out its functions. The Lokpal shall inquire into allegations of corruption made in respect of Prime Minister, after he has demitted office; a Minister of the Union; a Member of Parliament; any Group ''A'' officer or equivalent; Chairperson or member or officer equivalent to Group ''A'' in any body/ Board/ corporation/ authority/ company/ society/ trust/ autonomous body established by an Act of Parliament or wholly or partly financed or controlled by the Central Government; any director, manager, secretary or other officer of a society or association of persons or trust wholly or partly financed or aided by the government or in receipt of any donations from the public and whose annual income exceeds such amount as the Central Government may by notification specify.

However, the organisations created for religious purposes and receiving public donations would be outside the purview of Lokpal.

The Lokpal shall not require sanction or approval under Section 197 of the Code of Criminal Procedure, 1973 or Section 19 of the Prevention of Corruption Act, 1988, in cases where prosecution is proposed.

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

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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Advertising Big Idea - IS SMALL THE NEW BIG?

Smaller Agencies are cracking the glass ceiling and breaking through to grab A-list clients, earlier reserved for the biggies.

Even a decade ago, could you have ever imagined corporate giants like ITC, Godfrey Phillips, TOI, Audi, Diesel, Platinum, Emirates or Renault cosying-up with any agency that did not feature among the top 5 in adland? Would these organisations ever dream of risking going to a small shop, no matter how hot the buzz they generated? Well, times, they are a-changin’, because that’s exactly what seems to be happening. In recent times, whether it’s Strawberry Frogs (Emirates), Law & Kenneth (Renault), Creativeland Asia (Audi), Taproot (TOI), Shop (Godfrey Phillips), Happy (Diesel), Metal (Platinum)… small agencies are indeed making big waves. What’s up? Has there been a paradigm shift in the mindset of the Indian management big boys? Are they, now, prepared to put their money where their mouth is? Is risky, edgy work slowly finding favour in place of predictable, stodgy stuff? Does this move signal a return to basics?

Ogilvy’s NCD Abhijit Avasthi takes first strike. He believes that since advertising is an idea-driven business, clients will always be drawn to any agency – small or big – who can provide that. “It’s never a conscious decision regarding scale or size. It’s usually governed by three factors: Great ideas, ability to take it through – in terms of infrastructure and media-engagement to ensure effective delivery – and the capacity to afford the agency of his choice”. He is convinced that any agency that can think fresh and stay ahead of the game has no reason to feel threatened. Santosh Desai, Communication Guru & CEO, Future Group, has a different take. He believes that smaller agencies shouldn’t be perceived small only on the cinema of size or scale. “Their uniqueness lies in the fact that these shops are about creative ambience which is brilliantly appropriate in a time when the ad business is definitely moving ahead to be governed – more than ever before – by the creative product. Most larger legacy-agencies, unfortunately, continue to be deeply entrenched in a structure, hierarchy and traditional blue-print and cannot be as free-spirited, edgy, quirky, interesting and nimble-footed as the smaller shops. Clients too, often find it easier to engage with these entities because, apart from fresh ideas, they are always available for interaction, which helps effective and prompt delivery,” says Desai. Everything considered, he is delighted at this move and believe it is an idea whose time has come.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

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IIPM ranked No 1 B-School in India
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IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Maruti Suzuki sales up in May

Maruti Suzuki India today reported a 1.9 per cent increase in total sales for May to 1,04,073 units from 1,02,175 units in the same month last year.

In May 2011, the national capital-based firm reported an increase of 3.9 per cent in sales in the domestic market to 93,519 units from 90,041 units in May, 2010, Maruti Suzuki India (MSI) said in a statement.

MSI’s exports, however, fell by 13 per cent to 10,554 units from 12,134 units in the year-ago period, the company added.

Sales of the company’s model M800 fell by 11.6 per cent to 2,262 units from 2,558 units in May, 2010, the statement said. The A2 segment (comprising Alto, WagonR, Estilo, Swift, A-Star and Ritz) witnessed a 2.6 per cent decline in sales to 61,048 units from 62,679 units in the same month a year ago.

A3 segment sales (consisting of SX4 and DZiRE) increased by 24.2 per cent to 13,514 units from 10,883 units in the corresponding period a year ago, the company said.
Last month, the company sold 50 units of its Kizashi luxury sedan, which was launched in February 2011.

MSI’s total passenger car sales rose 1 per cent to 76,874 units in May from 76,120 units in the same month of 2010, it added.

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

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IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
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Planman Consulting

IIPM in sync with the best of the business world.......

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
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IIPM: Indian Institute of Planning and Management

Gayle left out of T20, first two ODIs against India

"Chris Gayle will not be considered for selection to the West Indies team before an intended meeting with himself, the Selection Committee, the WICB Management and the West Indies Team Management," the WICB said in a statement.

"The Selection Committee views this meeting as necessary as a result of Gayle's comments in a widely publicised radio interview in Jamaica," it added. Gayle, who was recently ignored for the series against Pakistan, has had a massive war of words with the WICB after claiming that he was left to fend for himself during recent injury problems.

An angry WICB retorted by saying that the batsman was well looked after and it was he who kept the Board uninformed while flying out to India to play in the IPL for eventual runners-up Royal Challengers Bangalore. The 31-year-old Gayle was the star of the recently-concluded Twenty20 league finishing as the top-scorer with 608 runs, including a couple of hundreds, but even this destructive form could not fetch him a place in the two national sides to be captained by Darren Sammy.

Pacer Kemar Roach has been rested for the lone Twenty20 and the first two ODIs in Trinidad. Roach will, however, be available for selection for the third ODI of the five-match series.

"It is expected that other players with heavy workloads will also be rested and rotated from time to time throughout the West Indies v India Series 2011 and moving forward," the WICB said. The explosive batting duo of Dwayne Bravo and Kieron Pollard were declared "not eligible to represent the West Indies in Twenty20 format as they did not take part in the last edition of the Caribbean Twenty20". But both of them have made the squad for the first two ODIs.

"The WICB Selection Criteria outline that for a player to be eligible for selection to the West Indies team he must participate in the corresponding format of the game at the regional level," the Board explained. Although he has been allowed to return to "low intensity cricket in Trinidad", young batsman Adrian Barath has been left out of the two squads as he is still undergoing rehabilitation.
"A decision on his return to international cricket will be taken following the assessment and it is hoped he will be available for the Digicel Test Series – West Indies v India," the WICB said. Pacer Jerome Taylor who like Gayle accused WICB of leaving him in a lurch during injury problems, has also been left out of the squad.

"Jerome Taylor is required to play a full season of regional cricket in order to prove his fitness to compete adequately at the international level before being considered for selection," the WICB stated. The 12-man Twenty20 group has uncapped left-arm seamer Krishmar Santokie as the lone new face. But apart from the 26-year-old Santokie, there is no other change in the side that beat Pakistan in St Lucia in April.

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

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5 SURE-FIRE WAYS TO RUIN AN AD!

Suddenly its ‘rush-hour’ for ads that are exhibitionistic, corny, pontifical, brain-dead, boring... Why such hara-kiri and determination to muck it up? Here’s a checkout!

It is a sad commentary of contemporary life that while communication continues to take quantum leaps towards building bridges (thanks to technological advancements), the barrier between individuals, at a human level, continues to widen, mocking the grand design. Sane and clued-in communicators keep trying to keep the equilibrium in balance, but mostly, it’s a losing battle. Why? Answers eminent social scientist Ashish Nandy, “The communication is sabotaged by the hysterical anxiety of some individuals, organisations and brand-custodians to be seen, heard and noticed at any cost! Sign of the times, I suppose”. Okay, ready to cut to the chase? All set to identify five simple identifiable common mistakes that invariably rain on the ad-parade? Here’s the list:

1. CELEBRITY ADVERTISING

Whether it’s the iconic Big B endorsing Binani Cement, Hema Malini praising Kent Water Purifier, Dhoni championing the cause of Amrapali, advertisers have used celebrities with a certain logic in their mind. Unfortunately, this has also resulted in many others jumping onto celebrities without any real reason – be it new cell phone manufacturers using cricketers, or photographer Atul Kasbekar selling a car or even the erstwhile New Delhi traffic commissioner Kiran Bedi indicating Ariel is the best. Where’s the rhyme or reason? The whopper example was when brewery giant Anheuser-Busch used Eric Clapton (and one of his songs) for their ads, at a time when Eric Clapton was a self-confessed alcoholic spending time in a detox facility. Lesson 1: Don’t use celebrities just for the heck of it!

2. ME-TOO SYNDROME

Once upon a time, there reigned the Unique Selling Proposition (USP) as invented by the great Rosser Reeves. It worked because some products were indeed blessed with unique and special attributes. Today, thanks to technology, most attributes are generic, duplicable and hence vulnerable, leading guru John Hegarty to say, “USP has given way to ESP, Emotional Selling Proposition. Why does one eat, buy, wear, listen, engage with particular brands, people, things? How does it make them feel special or different?” Sadly, of the zillion ads that blitz our eyes (detergents, skin-whiteners, toilet cleaners, toothpaste...), most appear totally interchangeable! Where’s that critical differentiation presented with colour and drama? Where’s the big idea? Why is your car better than the competitors’ cars? Simply because the bozzo in your ad has a taped grin on his face 24x7? Do you really expect consumers to fall head over heels for that?

3. HUMOUR

It is true that we live in stress-driven times and escapist entertainment provides a great break, but it is hard to ignore the famous saying, “No one buys from clowns.” Unlike movies or entertainment avenues, advertising has a job to do – and a critical one at that – Sell! If the basic idea is going to be hijacked by humour or entertainment that is so overwhelming (in style or substance), it becomes black comedy and savagely self-cancelling! There has to be a definite, visible, comprehensible bridge that links the humour to the brand value designed to impact the consumer. As Ad and theatre veteran Bharat Dabolkar says, “Sense of tumour has replaced humour in many ads! The fit has to be seamless, not contrived and promoting the brand, not the joke or the individual.”

4. SEX N’ SENSATIONLISM

“Sure, sex is a traffic-stopper (Crash! Bang!) and sensationalism can get the eyes and mouth to widen like crazy. But at best, these unusual contortions can produce only a one-time sale and contribute zilch towards building brand-values or sustain long-term growth,” says Delhi-based ad veteran Esha Guha. She points out to the Amul Macho, Lux Cosy, flavoured condoms kind of ads and doesn’t know whether “to die laughing or puke all summer!” Like celeb and humour, this genre also demands a definite brand-fit. Outstanding examples are Axe, Tag, Old Spice – products that promote themselves as uncomplicated sexual attractant enhancers. Calvin Klein is another iconic example of successfully imbuing its brand identity with sexuality. Ditto, Victoria’s Secret. Blazing the titillation of the nudge-nudge, wink-wink kind invites attention, err, of the wrong kind. Nothing more.

5. FAKE PATRIOTISM

No ideas? Hit the patriotism button, guys! Come Independence Day, Republic Day, the birth/death anniversary of any great national leader and suddenly the ad-frat freaks out to outdo each other in paying homage to great noble souls whose path/footsteps we are committed to follow. Corny, clichéd visuals accompanied by syrup-drenched text defines these ad aberrations. Does anybody read, notice, remember or care a fig about these zillion ads blitzing supplements? Not a hope in hell! Ad veteran Nargis Wadia points to the recent Gandhi-Mont Blanc ad and is shocked at the insensitivity and the bizarre connect! “For a man who defined simplicity, austerity and a saintly life, this projection was unbelievably weird! Attention at any cost? What’s the world coming to…”! Please, do ditch the patriotic button, if not for the sake of sensibilities, at least for the sake of the nation.

Monojit Lahiri

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

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting