Tuesday, July 17, 2007

Bharti Telesoft claims to be making waves in VAS. But does it have a clear strategic direction?

As an industry, VAS truly seems to be enjoying its place in the sun. A booming mobile subscriber base in India, which has touched 166 million and is growing at a fantabulous rate of 68% y-o-y (TRAI figures for March 2007), is a perfect platform for VAS. In India, VAS is expected to grow by 60% y-o-y to touch Rs.45.6 billion by 2007 end (IAMAI report).

However, there is a significant caveat to this burgeoning sector! It’s still an emerging and largely unorganised space, just like the Internet was over a decade ago, with so many big and small players planning to jump into the fray. Chowfla, Chief Strategy Officer, Bharti Telesoft , expresses this very avidly to B&E (when asked about Bharti Telesoft ’s five-year vision for growth), “The crystal ball (for the VAS industry) is not exactly tuned for five-year targets.” And clearly, quite a few of these players are headed for liquidation or takeovers (as they choose), while the global high and mighty like LogicaCMG, Comverse & Starhome are expected to take the industry forward. But the killing question is – does Bharti Telesoft , with its relatively small size and reach, have the wherewithal to withstand the incoming wave? Or is it liable to be swept away?
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Wednesday, July 11, 2007

...the heroine’s mother can take a backseat!

“There was a time when we were allowed only 45 minutes to telecast Filmfare Awards on Doordarshan. Then we only had the time to announce that the awards were sponsored by Lux,” reminisces Rauf Ahmed, Former Editor of Filmfare. He adds that as money has increased the demand for more space, visibility has also upped. It’s common these days for guys in corporate suits to start scouting for potential marketers as soon as the storyline is finalised, so that, along with the roles of characters, even brands’ role can be scripted.
As brand promotions gain ground, will the brands ultimately dictate terms to Bollywood’s best? Will stars be chosen in compliance with their ambassadors? Or will scripts be tweaked to suit the image of a particular brand?
Vibhas Mehta, Business Head of Shaadi.com says that, to some extent it is already happening in Hollywood, but “the marriage between Bollywood and the brand managers should not hamper creativity.” Great thoughts, but many films still have very in-your-face placements. Remember, Viruddh and Nerolac?
As things stand, creative directors are already weaving taglines within dialogues with a flourish. Hey guys! Just ensure that the happyending stays.
For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Thursday, June 21, 2007

THE WOR(L)DLY WISE!

Coca-Cola/Pepsi, Nike/Adidas, Burger King/ McDonald’s... Leave aside the FIFAs and the Olympics of the world, even the most inconsequential opportunities are not spared by these giants to take pot shots at each other. Such is the rivalry between them that marketing history is flooded with tales of their one-upmanship. Check this out for a starter: There was a board reading “Coca-Cola: Fourth floor,” outside one of its India offices. Just a few inches above was a Pepsi board declaring “Pepsi EVERYWHERE”! Smart one-lin- ers, suggestive billboards and the spoofy acts... Welcome to the world of guerrilla, ambush and direct-hit marketing!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, June 12, 2007

While India Inc. is busy going global, India’s indigenous space programme has not been too far behind

However, with the Agile development, India has joined the select club of nations (China, Russia, USA & France) capable of using space technologies for commercial purposes. “Although the primary aim of India’s space mission is to improve the lot of our teeming millions, we certainly intend to be recognised as a serious commercial player. The aim is to acquire 20% of the satellite launch market, with plans to carry out two or three missions a year,” says Shridhar Murthy, Executive Director, Antrix Corp. while talking to B&E.

Technologically though, the Indian PSLV as well the GSLV (geosynchronous) varieties have limited capabilities in terms of launching more sophisticated communications satellites. With Russian launch facilities being one of the cheapest in the market, the competition is intense. Added to this are strict restrictions imposed by US unilateral space policy, which does not easily permit US satellites as well as satellites built with US components from being launched from anywhere else except from NATO land.

With such imponderables in place, the first thing which India needs to do is to develop cutting edge technology. Developing advanced technologies, such as GSLV Mark III, will take a little while more. So while India has entered the commercial space, there remains a huge distance to cover before ISRO can be a force to reckon within the satellite launch market.


For complete IIPM article click here

Source:- IIPM Editorial, 2006

An IIPM and Management Guru Prof.Arindam Chaudhuri's Initiative

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