Jab we met...presentation skills weds theatre techniques!

IIPM, GURGAON

Padamse, the flamboyant, ever-green exhibitionist theatre person turned ad-guru, switches lanes to peddle a new offering. 4Ps B&M’s Monojit Lahiri takes a ringside seat to grab all the action, up-front and full-on!

If there is one person who has continued to define and re-define the meaning of “double life” every moment over the last five decades it has to be the ever-colourful, ever-vibrant, cool n’ sexy Alyque Padamse! Fittingly, his latest whammo is a ‘dramatic’ one – leveraging the skill-set of theatre to power presentation and communication skills of Gen-next communication practitioners, all set to propel Indian’s adworld higher in the global arena.

“The London Institute of Speech & Personality Development – of which I am the Chairman – is an idea whose time has come,” gushes the aging advertising and theatre guru. He believes that it is designed to be a life-altering module created to empower participants of all age groups (with special focus on the younger lot) with fluency in conversation and 360 degrees communication skills. It is a diploma course created to enable them to actualise their full potential in both the personal and professional space, says Padamse. “Powered by the prime mover, Rhea DeMelo (CEO) who is a proven communication and behavioural training expert, and supported by crack team of specialists, it is the Big Idea of the day!”

How did it all come about? Padamse says the real trigger came from his younger daughter Shazahn who was painfully shy and suffered (like Dad?!) from a learning disability. The parents tried, in vain, to draw her out. At one point Padamse suggested theatre. She almost passed out! The Father however persisted and convinced her that nervousness was only a manifestation of energy and excitement. Eventually, after much pushing, she gave in – hesitant, scared, faltering – but within a few months, she actually rocked! “She had conquered fear, embraced confidence and bloomed in front of people and audiences. Right now, Shazahn is auditioning at Yashraj, imagine!”

Great – but can theatre really help chuhas to become loins?! Padamse certainly believes so. Offering a mock grrrrr before answering, he says that he has always believed that a live presentation is a ‘dud’ show if the presenter lacks the personality (style, panache, communication skills, confidence) to pull it off. “Communication is not merely words… it’s words, embellished on the wings of emotion, passion and personality.” Padamse socks a killer punch when he declares that “every individual today has the chance and potential to be his/her organisation’s most powerful brand ambassador, but the requisite skills need to be honed and nurtured.

Enter theatre workshops. This 360 degree technique is unique, exciting and effective because it triggers a dramatic, never-before re-invention of a person’s personality in a dramatic way. How? What’s the procedure? “Step one is inviting the person to read out/speak. This is then video-taped and played back after the completion of the course. The difference – like in Shazahn’s case – can be magical and mind-blowing!” explains Padamse. Then there is the ‘colourisation’ of the voice (which lends it that cutting-edge vibrancy) followed by vocabulary. “This is getting to be a scary area and needs all the help it can get. It’s truly pathetic!” Up next is dressing and the way people wear their clothes. “It’s often so shabby and immediately sends out the wrong signals! It has to be appropriated to the image you need/want to project both at the corporate and personal level! Remember, clothes make the man.” Then comes the attitude – change from lackadaisical and laid-back, nervous or disinterested to positive, assertive, focused, convincing, enthusiastic, confident. Finally, humour. “No one demonstrates this better than Lalu Prasad Yadav. Humour almost always works because it makes people comfortable, helps them loosen up and gets them in a good mood,” he offers.

The Master Presenter then swiftly moves on to explain the ‘theatre’ inputs factored into his programme at the London Institute. Improvisation heads the list. “Life is not tailor-made and there could always be awkward questions from the audience. We teach them the art of how to deal with these blinders effectively.” Then there is the Brain Gym – a very special module that enables people to use their ‘unused’ creative muscle through stimulating exercises, till they rock! Interactivity – a critical component of communication – comes next. “We change the traditional perspective by tutoring candidates on how to ask the questions that will provoke answers from the audience! Then there are separate techniques to be deployed when one is participating in an in-house meeting, showcasing a conference as a principal speaker or appearing in an interview with a blue-chip Corporate. There are also ways on how best to leverage Power-Point, Video-Tape, whatever… to enhance impact in the presentation process,” says Padamse, adding that he believes that one is always presenting (a thought, a message, a plug) to hit target. Whether it’s to extract more pocket money from his/ her kanjoos baap, patao a hot babe, sweet talk a restaurant manager or a college lecturer when in trouble with cash or attendance… coming through persuasively is the key to win and influence, everybody, everywhere!

Okay, fine, good, nice, but has theatre as a confidence builder really taken off with expected target groups? Padamse explains via his experience with the still-nascent (it kicked off in early May) London Institute and is off like a shot. “You bet it has! Corporates like Tata Steel, Infosys and Reliance have already signed on. The general reaction was, why on earth didn’t you kick start this programme earlier?” And how does Alyque intend to peddle his new set of wares from here-on? “Remember today’s HR departments are clued-in and focussed. With our specialised, in-depth range of real-world communication skills on tap, we are going to soar,” says the ad guru turned entrepreneur. Now for the corporates to give their verdict on the ability of theatre techniques to add value to their employees??

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Source : IIPM Editorial, 2008

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

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Moody blues and the flashing reds

When IIPM comes to education, never compromise

Colours don’t just have a physical impact; they also have a deep psychological impact. Our association with colours is natural. The reds and yellows will always be associated with warmth and passion. The coolness of the blues and greens will also remain. Moreover, due to our desire for warmth, we would always prefer warm colours, red being the quintessential colour of warmth.

Colours conjour up certain images. The reds and yellows give the image of youth, as they are considered to be young colours. Black is a very interesting colour. It can draw up numerous images almost at the same time! It can be perceived as sinister, sensual, mysterious or even inauspicious. The way you use it in your advertisement makes all the difference. Purple is a colour symbolising luxury.

Things become more interesting when we combine colours. It is said, putting two colours together causes them to vibrate! Thus, it produces a dramatically different effect. Think of a restaurant done up in shades of red and burgundy. It would have a very rich and sophisticated ambience about it. The colours would decide what kind of people, what kind of menu, what pricing this kind of place would have and hence, what kind of advertising would go with it. Now let’s combine red with yellow and see how dramatically different the effect would be. The same place would have a different ambience, a different menu, different pricing and a different clientele. It would be a funky place, average priced for the youth, probably serving fast food! It was the same red both times, but different combinations produced different effects.

An advertisement, which just tells us what the product is all about and what it does, is not a good ad. Believe it or not, but most of the time, when we buy things, it’s on the basis of emotions. As an advertising man, one must always remember ‘people don’t buy things or products or even brands – they buy solutions’. Those are our emotions that help us in finding these solutions. When an advertisement is created, it should evoke the right kind of emotions. Using the right colours or the right colour combinations holds the key to trigger the right emotional response... after all, as I asked in the beginning, when you think of a colour, do you feel something?

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Source : IIPM Editorial, 2008

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

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Paul de Voijs, Managing Director, Volvo Car India

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Isn’t Volvo a wee bit late for the party?

No, this is a very calculated move. In the truest sense, India is only now gearing up to accept niche/luxury cars. Besides, we have been working on the models that we have launched for last three years. Only after making them suitable for Indian roads, we have introduced them in the market.

What potential does the Indian market hold?

India seems to have immense potential for luxury cars in the Asia-Pacific region and we are sure our brand will be well accepted by the Indian consumer. But, as of now we have not fixed any targets or sales figures as it will be apparent only after a year or so. I will be in a better position to answer this question only then. But whatever the sales we will be doing this year, we are confident of doubling that by 2009.

Does that mean that Volvo is in India just on experimental basis?

No. We are here to stay and will be unfolding our plans during the course of time. We are even taking the help of Ford India in some back office operations.

Are there plans of commencing a manufacturing facility in India?

As of now we can’t really commit. But let us wait and watch for how things unfold in the future.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Houston we have a problem: Plan B?

When IIPM comes to education, never compromise

Certainly, health insurance in India is not in its good shape, but S.K. Sinha has a plan...

On all parameters, our insurance industry is very small. Whether we take percentage of GDP or per capita insurance premium – lot is to be achieved in the coming years. At present, with health insurance premium at Rs.3,300 crores per annum, the figure is very small considering the fact that with population of India at 110 crores, we are having per capita premium of Rs.30/person/year.

Realising this, IRDA had come out with special rules for approval of health insurance firms; we were expecting many insurance companies to become operational by now.

It is surprising that in a large country like ours only two health insurance firms could become operational over the past two-and-half years. These are Star Health & Apollo DKV. Considering the fact that India is second fastest growing economy, we find that this feat is negligible. All of us were expecting, atleast 20 health insurance companies to be operational in 2½ years time. My suggestion is that health insurance companies with limited territory of one state should be permitted with a lower equity capital.

The game plan is

Territory: Only one state
Equity: Rs.10 crores
Equity holders will be:-
Promoters: 26%
State Govt.: 26%
Foreign Partner: 26%
Local bank/Co-op society: 22%

Health Secretary of the state should be the nominee director of this insurance company, so that planning of state health budget and operations can support each other. Facilities like district hospitals/tehsil hospitals can be used effectively for the betterment of the masses.

Two rooms in every district hospitals are to be for office of this health insurance company. If this method is followed then we can have health insurance company operational in the state in short time. Within one week of becoming operational, all the districts in the state will have branch of the health insurance company. Let’s take example of Haryana, say head office of the firm should not be in Chandigarh, but should be in Karnal so that all locations or branches are only two hours away from Karnal by road.

It will be cost effective way of running the health insurance company and hence good for customers.

My informal discussion with many individuals and companies, made me realise that many people are ready to start the insurance company at state level, as they find it easier to manage a state size firm and then grow it to national level company. This is how telecom companies grew – Airtel started in Delhi and on achieving customer support grew to a national company. Air Deccan started with a helicopter and emerged as India’s largest airline entity. Why are we talking of national, who focus on metro’s only. They do not think of district/tehsil/block level – where India lives.

My suggestion is, let IRDA formulate rules, for state level health insurance companies, release advertisements & invite applications to be submitted within six weeks, give approval within 12 weeks, and in six months, we will have 25 health insurers operational across India.

Within six months we will have 40 companies selling the health insurance product. Then, health insurance industry of our country will start growing at the rate of 250% per annum in comparison to 50% growth per annum.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Indian? No more

When IIPM comes to education, never compromise

E2E strategy paved the way for this Indian company to become ‘Truly Multinational’, says Vareen Ray


“Videocon zyada nahin bikta hai… (Videocon doesn’t sell much…),” came the reply from a stoic salesperson working in a multi-brand outlet in New Delhi’s Yusuf Sarai market. It shocked us, as we were featuring Videocon as the Most Admired Durable Company of 2007. But we ventured into another store, and here we were proved slightly correct. The salesperson in the next store said, “Buy Videocon because its after-sales service is better than that of foreign brands. After all, it’s an Indian company.”

Well that certainly drowned all our apprehensions. Here was a company that withstood the onslaught of initially the Japanese and then the Korean brands. And this was during the era when epitaphs of a number of Indian brands like Telco, Beltek, and BPL were written. But then, isn’t Videocon floundering a bit with its lacklustre attempt to buy Daewoo electronics, not-so-successful re-launch of Kelvinator and acquiring the not-so-popular Next retail chain?

Despite these setbacks, this ‘Truly Multinational’ Indian company is laughing all the way to its banks, while reporting net profits of Rs.2.45 billion in the quarter ended June 2007. In addition, it has applied for telecom licenses in all the 22 circles, has imminent plans to roll out DTH services, and might takeover Mirc Electronics (of Onida fame). It looks like Videocon is beaming bright and clear.

While speaking to 4Ps B&M, Pradeepkumar N. Dhoot, President, Videocon Industries, says. “Ours is a company, which specialises from E2E – energy to electronics. On the energy side, we have power plants, and we are doing research. On the electronics side, we make all kind of electronics. We have very strong backward integration – that’s our strength. We have a very strong market base. We want to be among the top 3 company worldwide in the next four years.”

Another factor that works in Videocon’s favour is that it manufactures a host of brands like Sansui, Akai, York, Kenstar, Hyundia, Toshiba, Electrolux and Kelvinator. Only Videocon and Sansui are its original brands, and the rest have been acquired though a string of acquisitions and takeovers. The company’s multi-brand strategy has worked in its favour as it is able to capture the entire value-chain from value-for-money to high-end consumers. States R. C. Chopra, Electronic analyst, CII, “It is a good diversified company deploying state-of-art technology in their offerings and competes effectively with MNCs. Probably, the first company to use multi-brand strategy for marketing of their product.” There’s little doubt in many analysts’ minds that Videocon sub-brands are well placed to take on competition.

Electrolux is targeted at, what the company calls, the ‘mass-premium’ category and strategically placed to take on Whirlpool.Hyundai is tactically used in specific markets to attack the Korean chaebols, LG and Samsung. While Sansui’s Japanese lineage works in the favour of the brand, Akai’s low-priced platform is used to target the ‘value-for-money’ consumers.


Affirms Sunil Tandon, Director, Videocon Industries, “Looking back a year and a half ago, with the takeover of Thompson, we took the platform of the Indian multinational. We wanted to communicate to the Indian consumers that we have the correct R&D centres and we are bringing them the latest technology. At Videocon, we are giving ‘rightly priced’ products and the ones who are buying them feel that he/she has got the maximum value. That’s where the Videocon brand is positioned. Latest technology in the world is easily accessible to all, it’s no one’s forte to hold on to it and have a lead over others. An element of trust is associated with brands. Videocon gives its customers the right balance of latest technology and trust.” Videocon’s foray into retail with Next stores has not met with success. That has not deterred the company and it is not only selling brands owned by it, but a host of others like Samsung. LG, Electrolux, Onida, Philips, Whirlpool, and Tata Sky under one roof. This apparently helps them to figure out the consumers’ psyche and then position their own brands in a better way. All in all the entire exercise has in fact worked in its favour.

Even in their brand communication, Videocon believes in showcasing the best. From POPs to discounts, from after-sales services to freebies, the company has left no stone unturned to lure consumers. Bollywood Badshah Shah Rukh Khan has been its brand ambassador for quite some time now. Recently, the company roped in the blue-eyed boy of Indian cricket, Mahendra Singh Dhoni to endorse Videocon. The duo recently featured together in a TV commercial, which created a sensation in the ad world.

Says Sumanto Chattopadhya, Executive Creative Director, O&M South Asia, “The idea is of ‘bringing home the leaders,’ which is quite synonymous with Videocon. The common factor between Shahrukh Khan, Mahendra Singh Dhoni and Videocon is their ambition and ability, which we have shown in our corporate film.”

What makes a company admirable – social responsibility, excellent talent, sharp marketing, smart managers or just cheesy profits? Well its all of the above and there is no doubt that Videocon epitomises all of these. V. N. Dhoot, Chairman and Managing Director, Videocon Indutries, “The core strength of Videocon is its strong management team. With this team in place, we are now looking to get into more sectors with high potential growth.”

More importantly, Videocon is now behaving like any other globalised MNC. It has no headquarters, it has no nucleus, it has no geographical limits. It changes the way manufacturing changes across the globe. To prove this, Pradeepkumar Dhoot cites this example. Videocon launched the Nordemende brand, which came with Thomson’s acquisition, in New York. Originally, it was a German brand, owned by a French company. Today, it is owned by an Indian, made in Italy, and marketed in Europe and the US. Welcome to the new world of Indian MNCs.

With inputs from Neha Saraiya

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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RAYMOND

When IIPM comes to education, never compromise

The last year has seen an influx of luxury apparel brands in India causing Raymond to slip in our rankings

He walks in with effortless ease at every social gathering, caricatures an aura of himself at every board meeting and affably displays his softer side; he is none other than The Complete Man – that’s the Raymond man donning the Raymond brand hat! Concentrating primarily on promoting quintessential quality and finesse in its offerings, Raymond unlike its competitors continues to pay attention only on its products and not on roping brand ambassadors. Whilst giving a wide ranging collection of fabric, irrespective of the occasion, Raymond has stepped up its retail network by launching its 350th ‘Raymond Shop’ store in April 2007, Gautam Hari Singhania, Chairman, Raymond, while speaking about the store stated, “Its friendly ambience and wide selection of apparel and textiles, continues to make it the preferred choice. Retail is intrinsic to our business and we continue to push aggressively on this front, touching the 950 store mark by 2010.” If this was not enough, Raymond has also recently introduced ESSENSUAL fashion in collaboration with Italian apparel major— GAS. We’ve seen it play the perfect man’s part to the T and so have our parents, and this wine continues to taste better with age!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Leader, who?

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The book spares the superheroes, but it’s the more normal ones that are under the scrutiny of its rifle scope...

Theory says that they are great people but reality paints a portrait rather contrasting. History books have left not the tiniest stone unturned in glorifying their lives, but upon delving further, an alternative point of view emerges, and slowly but steadily, creeps into the mind, tipping at the very idea of history dictated under authority.

The subject under scrutiny over here is dedicated to an idea often misunderstood, misjudged and misrepresented; the idea of a leader and the definition of leadership. To which Anthony F. Smith’s The Taboos of Leadership, is a groundbreaking endeavour – to say the least – for it treads, the ‘turned-stones’ and demystifies countless fables and myths surrounding leaders, and constructs a definition or maybe a character sketch of these great men in the most believable way that does not hesitate to call a spade, a spade. According to Larry Probst, CEO, Electronic Arts, it is perhaps “the most realistic book on leadership to date.”

They say that the merit of a book lies in the lingering effects that it leaves behind in the reader’s mind, akin to achieving short spells of nirvana; of having discovered the most fundamental truth, the truth that fathoms an understanding that ventures beyond horizons, but yet is as precise as a drilling tool, arming the reader with clear-cut insights. If picked up randomly off the shelf, books and thoughts on leadership dole out often repeated age-old recipes about true leaders and their ways. ‘A true leader is the one who cares more for his employees than for himself,’ or in an advertisement by a leading business newspaper that quoted, “Leaders don’t force people to follow. They invite them on a journey.” Great piece of copy indeed, but where is the substance? Instead, what The Taboos of Leadership talks about is the “Painful, touchy, intimate, difficult-todiscuss, and politically incorrect taboos of leadership. By holding them (leaders) up to the light, judging them for good or bad, exposing their myths, and revealing their underlying truths.” Jack Welch laid off employees by thousands after taking over GeneralElectric (GE). We all know the stuff Steve Jobs is made of, and the flamboyant ways of Richards Branson; yet all we do is put them on a pedestal and worship them, not caring for the very quality that puts them there and us in a sea of unrecognisable faces? For, as Smith says in his book, “Taboos are issues or ideas that are too painful, embarrassing, threatening, or complicated to talk about openly.”

On a conclusive note, Anthony Smith’s unorthodox treatise on leadership is a refreshing one and is a tale that needs to seep through beyond boardrooms and management circles. A bit indulging at times, owing to his tacit understanding of the subject, The Taboos of Leadership explicitly explores ten areas of a leader that have rarely been explored. After all, a leader is a human and when has our breed ever been the perfect lot.

Shashank Shekhar

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Lee’s nature call...

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Wal-Mart goes green, but is it enough to undo the damage to its image?

Guess whose Lee Scott’s latest pal? Well, it’s our very own Sun. Yes, this man who heads world’s largest retail organization – known as Wal-Mart, is now on a spree to inject solar and other energy sources in the veins of Bentonville Beast.

As per a new initiative, Wal-Mart is planning to install solar rooftop panels at 22 facilities in California and Hawaii to mint an exorbitant 20 megawatts of electricity. The project is expected to save pennies on electric bills, as solar power is much cheaper than traditional sources. Lee also expects to reap the benefits that are doled out by the government subsidies.

That’s not all – Lee has some more smart environment-friendly initiatives up his sleeves. Earlier in this year, he announced, “Global Innovation Projects”, trying to put a stop to non-renewable energy usage. Lee affirms, “If we worked with our suppliers to take non-renewable energy off our shelves and out of the lives of our customers, we could create metrics and share best practices, so our suppliers could make products that rely less on carbon-based energy.” There are talks of developing an energy efficient bulb capable of reducing CO2 emissions by 2008 as well.

Lee’s suddenly developed penchant for energy is actually part of a million-dollar game plan of giving an environmentalist touch to Wal- Mart. So Lee’s pledge to save natural sources of energy, like 324,000 tonnes of coal and 67 million gallons of diesel fuel per year, is definitely not a nature call. Great initiative no doubt, but is it adequate to move off the allegations against Wal-Mart for exploiting society through environment pollution and paying less to its employees? Noted American environmentalist, Bill McKibben alleges, “I just can’t think of a community in the US that has been improved by Wal-Mart.” It’s not surprising that denizens of Wal- Mart’s home soil, coin the company as the one that has made money by paying less and exploiting more.

Despite such disrepute, Lee is in a sunny spirit with his ventures. But Lee must ensure that Wal-Mart remains spot on with its green initiatives. Being a giant, Wal-Mart is constantly under scrutiny, and it has also faced penalties for its environment related projects in the past, so it has to be careful. If you are not good, it would be very difficult to look good Mr. Lee!

Edit bureau: Angshuman Paul

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Will it, won’t it, will it...

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Rise? The question is directly related to interest rates on home loans. But the prognosis is pretty elementary, for all the Watsons worried down to the Baskervilles. Rising interest rates and increasing EMIs, which have till date been the harbinger of worries for millions, may find some temporary respite as banks have brought down their floating home rates as a part of monsoon bonanza. Banks, which were till date very retrogressive by keeping their home loan interest rates high, have started being aggressive for a change; marketing loan products by offering lower interest rates, obviously aimed at roping in more customers. While HDFC Bank jump-started the domino falling process, ICICI Bank – currently the nation’s largest home loan provider – too, has reduced floating interest rates on loans up to 50 basis points (loans below Rs.2 million reduced by 25 basis points) for all the new customers.

For that matter, though a 25-basispoint reduction in the lending rate on a Rs.1 million loan would bring down the EMI by just around a meager Rs.160, it is argued that even the information that interest rates have been lowered – by whatever amount – has a huge positive effect on prospective home buyers ‘intent’ to purchase, especially during the upcoming lean monsoon season. Vijay Goel (Integrated Operation Cell, ICICI Bank), while talking to 4Ps B&M, agrees, “The credit growth has been quiet slow and this monsoon promotional offer will certainly help us attract more customers.” So is it a good time to buy a house? If that’s a question to us Mr. Watson, you’re perhaps already late... Go for it!

Edit Bureau: Gyanendra

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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• Rashmi Bansal (Publisher of JAMMAG)

Innova’tively Yours

Why Study Abroad When IIPM Gives You 3 global Advantages!

Stop treating this like a MUV... Will you?!

Size does matter but so does style. And a perfect combination of both of them is Toyota Innova. It is a fashionable car with a cool appeal.

I love driving it even amidst the traffic of Mumbai. One quality that can be highlighted is that it is sturdy and does not squirm during the deadly and non-stop rains in Mumbai. Innova is a spacious car apt for an Indian family. It provides a great value for money and works well for both, an individual or family. Getting a 7 seater car for a decent price and one which provides a good average are a few more qualities that Innova offers. The car is very stable on Indian roads and is excellent for both city as well as highway driving.

The versatility of the car is truly very appealing and owners like its ability to perform a lot of functions simultaneously. One can balance it for both daily as well as weekend use like when I want to go out with the entire family for a picnic. Like all Japanese cars, Toyota’s dealer network is fabulous and the staff is also very helpful.

The company has not compromised on features and design. It is not a typical MUV like we have in India, instead it gives you a visual appeal of a SUV. You get ‘all you desire’ from this car and it truly takes you on a path to perfection. The Toyota Innova is truly a complete family car.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

BRAND BUSTERS

Why Study Abroad When IIPM Gives You 3 global Advantages!

The following points are the prime criterion for selecting, short-listing and ranking the winning ads in this section:
• Product positioning clarity
• Clinching benefit to the brand
• Presence of a power idea
• Visibility of brand personality
• Expectancy of communication
• Single-minded focus of message
• Reward to the prospect
• Visually arresting
• Painstaking craftsmanship Here’s the 4Ps B&M verdict for the fortnight ended July 16, 2007. First come the print ads, then the TVCs. Ready for a piece of action?

BRAND: Unitech
HEADLINE: Living in the sky... can be
BASELINE: See what life can be

4Ps TAKE: It’s eye-catching, gripping and sets you dreaming. And yes, it’s an ad of a real-estate company. Incredible! As Unitech unleashes its dream project, it’s come out with a remarkable ad to attract potential investors. The aim of the ad – to promote Unitech’s Grande project, which is being undertaken in collaboration with some of the top architectural firms, is explained in the body copy in the most delightful manner. The communication is bang on with the message loud and clear: ‘living in the sky’ – makes one immediately think of high living (also of skyscrapers), ‘complete with nature in the neighbourhood’ (the visual is in sea green) et al. While the visual is a treat, the features listed in the body copy attract. The name itself – Grande – hammers home premium living. At a time when almost every housing colony is given the rose-tinted treatment, this is a good way of rising above the clutter; in fact, we’d say it rises sky-high!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

These are some more IIPM sites :-
http://iipm-management-courses.blogspot.com/
http://iipm-mba-bba-institute.blogspot.com/
http://iipm-mba-institute.blogspot.com/
http://iipm-top-institute.blogspot.com/
http://unparalleled-iipm-course-contents.blogspot.com/
http://indian-magazine.blogspot.com/
http://iipm-leadership-skills.blogspot.com/
http://dare-to-think-beyond.blogspot.com/

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

The Hidden Pandemic

How crime is quietly becoming a global killer

A write-up by Moisés Naím

In the past five years, the Bird Flu epidemic claimed 186 victims worldwide. In the same period, another less recognised but growing menace maimed or killed millions of people and produced massive economic losses. Like others, this dangerous pandemic ignores national borders and erupts in different places at different times. Inexplicably, it has surged in Boston and abated in Bogotá. Experts disagree about its precise causes and what explains its sudden eruptions. Unlike Bird Flu, it’s not caused by a virus transmission but is exclusively created and spread by people. I am talking about street crime.

The world is experiencing a crime pandemic. Crime rates are on the rise almost everywhere, and these statistics typically are distinct from death and mayhem that comes with terrorism, civil wars, or major conflicts. The data reflects booming number of civilians assaulted, robbed, or murdered by others who live in the same city, oft en in the same neighbourhood. Frequently, the victims are as poor as the criminals.

Crime has increased steadily for all the countries the UN measures, according to a 2003 UN report. Even in the US, where crime rates famously declined since the mid-1990s, violent crime has risen sharply in the past two years. In 2005, violent crime had its largest annual increase in 15 years. The Police Executive Research Forum, a US law enforcement association, reports that homicides increased in 71% of the American cities that were surveyed, robberies increased in 80% of them, and aggravated assaults with guns increased in 67% between 2004 and 2006. Crime is also a major problem in Britain; the European Union (EU) calls it a “high crime country.”

Of course, the US and Europe are still relative paradises compared to other countries. In many, the situation has gotten so bad that frustrated citizens have staged massive marches to protest the inability of their governments to protect them. And they are right. The streets of many cities have become more dangerous than war zones. Postcard- perfect Rio de Janeiro, for example, has become more dangerous than the bullet-riddled Gaza Strip. According to the Washington Post, 729 Palestinian and Israeli minors died of violence and terrorism between 2002 and 2006. Yet in that same period, 1,857 minors were murdered in Rio. And Brazil is not even at the top of the list. The world’s most murderous region is the Caribbean, followed by South and West Africa. But the trend is global. Russia’s homicide rate is roughly 20 times higher than western Europe’s. Rising crime rates are also reported throughout Asia.

In poorest countries, the consequences of high crime rates are crippling. Crime increases the costs of doing business and can also scare away investors. “We were making good money in Colombia in the mid-90s,” the CEO of one MNC told me. “But I decided that there was not enough money in the world to compensate for the despair that I felt during many sleepless nights I spent worrying about my kidnapped colleagues there. We paid the ransom, got them back … and left the country.” The World Bank reckons that Latin America’s economic growth could be 8% higher if its crime rates dropped.

However, the main reason to reduce crime is not to spur economic growth or attract investors but to give citizens the right to walk their streets—or stay home—without fearing for their lives, a basic human expectation that millions around the world are rapidly losing.

Unfortunately, while the consequences of high crime rates are clear, their causes are far less so. Consider, for example, the notion that crime is the inevitable consequence of poverty. This idea is as common as it is wrong. There is no correlation between poverty and crime. Some poor countries have high crime rates; others don’t. Russia is far richer than Costa Rica, but its crime rates are substantially higher than those of Costa Rica. Some have suggested that crime rates may be explained by the strength of religious institutions and involvement in religious activities. Again, the statistical evidence isn’t there. Countries with high church attendance rates, such as Guatemala or Philippines can also be plagued by murder.

So what drives up crime? Researchers can agree upon little beyond the general notion that crime soars in places where there is a combination of a high percentage of young males, ample drugs, and easy access to guns. Economic inequality and urbanisation also accelerate crime rates (but experts disagree by how much). And, once criminal behaviour takes root in a city, it takes huge time and effort to reclaim the streets.

It is easy to dismiss growing crime as either as a local problem or one that has been with us since long. But that would be a major mistake. Because, though we may have recently lost ground, the problem has the potential to be a far greater global nightmare. Consider China & India. They have growing populations of young males, rising economic disparity and rapid urbanisation. And, though drugs and guns are still relatively hard to find, they’re becoming easier to obtain every day. If these two nations become more like other poor countries in this regard, too, their crime rates could soar to unimagined levels. Suffice it to say, the crime pandemic would never be hidden from anyone again.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

For More IIPM Info, Visit Below....
Why Study Abroad When IIPM Gives You 3 global Advantages!
The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Topsy-turvy land

IIPM Mumbai Parables - Stories that change life

Services need divine intervention...

The invisibles are actually the ones more visible in India, but this invisible clan that always made us believe that the glass is half full, might not last for long. A look at the first quarter review of the Indian economy released on July 31, 2007 speaks volumes about invisibles – services, transfers & income taken together and how they continue to bridge the chasm of India’s jaw dropping trade deficit, with a stronger rupee, these invisibles might literally become ‘invisible’.

According to the Macroeconomic & Monetary Developments: First Quarter Review 2007-08, net surplus under invisibles rem